Phillip Hubbell en Directors and Executives, Writers, Project Managers Project Manager 16/5/2016 · 2 min de lectura · +800

Strategic Versus Tactical - A Love Story

In a job interview, when the hiring executive asks, “what is your greatest weakness?”, the answer is never “being strategic.” And when they ask about your greatest strength, telling them that you are a tactical thinker may not be best. Although I see myself as a tactical thinker, I do understand that it is often seen as a weakness, especially by strategic thinkers. But both are required for successful businesses, yet there is sometimes a bit of a stigma associated with the tactical.

Ever wonder why your company has so many people attending meetings yet they don’t seem to accomplish as much as the effort suggests they should? Ever identify an urgent problem and find that the team didn’t get together for two weeks because of everyone’s calendar? Is your company good at starting and not as good at finishing? Do you promote the fellow who can handle ambiguity over the person who needs clarity? Do you cut corners on your deliverables because you ran out of time on the project? Does everyone get pizza anyway?

In this world, there are strategic thinkers, and there are tactical thinkers. Corporations are run chiefly by strategic thinkers. Strategic thinkers get promoted over tactical thinkers because strategic thinkers are also doing the promoting. The corporate ladder is designed for strategic thinkers by strategic thinkers. The only path provided to get ahead financially is by being a strategic thinker. The problem is that strategic thinkers and tactical thinkers occur in roughly even numbers in the world. Tactical thinkers are your natural born problem solvers.

Strategic thinkers figure out how to buy the wheel and the tactical thinker figures out how to make the wheel turn. The company that doesn’t care to recognize the people who keep the wheels turning is doomed to become the proverbial battles