From Firefighting to Forecasting: The Shift to Strategic Leadership
As I have recently retired from the Marine Corps after 21 years of service, I find myself reflecting deeply on the lessons I’ve learned throughout my career. The journey has been long, filled with both triumphs and challenges, and it's given me the opportunity to evolve as a leader. One of the most significant lessons I've learned is the value of strategic thinking, a lesson that didn’t come to me at first. For much of my career, I now see that I was tactically brilliant—but strategically blind.
At the beginning of my career, I excelled in solving problems as they came up. When a situation arose, I could immediately assess the problem, identify a solution, and execute it with precision. Whether it was an operational issue, a tactical decision, or a personnel conflict, I was the one people turned to for immediate results. I thought this was the mark of a great leader. I took pride in being quick on my feet and decisive, always able to fix whatever problem was in front of me. But as the years went on, I began to notice something troubling. Despite all of my success in handling issues as they arose, something was missing.
The truth I eventually had to face was this: it took an enormous amount of effort to constantly react to problems without taking the time to look ahead. I was always responding to challenges, putting out fires, but never taking the time to anticipate the fires before they started. This reactive approach, though effective in the short term, was unsustainable and limiting. I realized that to be the kind of leader I wanted to be—one who truly shaped outcomes instead of merely reacting to them—I had to shift my thinking from a tactical mindset to a strategic one.
The Shift from Tactics to Strategy
Strategic thinking isn’t about just solving problems—it’s about preventing them. It’s about seeing the bigger picture and planning for the future, rather than focusing solely on the immediate task at hand. When I first started leading, I was so caught up in handling the crises of the day that I failed to consider the long-term impact of my actions. I was reactive instead of proactive, and I didn't realize how much energy it took to constantly fix things rather than prevent them from breaking in the first place.
This realization led to a shift in my leadership philosophy. Instead of always jumping into action to fix what was broken, I began to focus on how I could shape the path forward. I started asking better questions, challenging assumptions, and thinking about how my decisions would affect the long-term success of the mission and my team. This approach was the beginning of my philosophy that “Every business is a people business.”
People at the Heart of Strategy
As I shifted my thinking, I began to see a key truth: at the heart of every problem—whether tactical, operational, or organizational—there are people. As leaders, we often focus so much on the task or the mission that we forget that it is the people who will carry it out. If you want to build sustainable success, you need to invest in your people. You need to understand their strengths, their weaknesses, and their potential for growth.
When you take the time to invest in your people, you create a team that is not only capable of handling challenges but one that can anticipate them. Strategic thinking is about seeing beyond the immediate issue and focusing on the development of your team so that they are prepared for whatever comes next. By developing a team that is well-equipped to handle challenges, you are preventing problems from arising in the first place. You’re building a foundation that will support success in the long term.
For example, during my time in the Marine Corps, I made it a priority to build strong, trusting relationships with my team. I knew that without trust, it was impossible to foster a collaborative environment. I invested time in understanding my team members’ needs, their aspirations, and the obstacles they faced. This not only made us a stronger unit but allowed us to anticipate challenges and adapt quickly when unforeseen issues arose.
The Power of Anticipation
One of the most valuable skills a strategic thinker can possess is the ability to anticipate challenges. In many cases, the most successful leaders aren’t the ones who solve problems the fastest but those who are able to foresee potential issues before they even occur. This is where the true power of strategic thinking lies. It’s about making decisions today that will shape tomorrow’s success.
In my career, I learned that the more time I spent thinking ahead—considering the potential risks, opportunities, and challenges—the better I was able to prepare my team. When we anticipated problems before they happened, we were able to create solutions that addressed the root causes rather than just the symptoms. This shift in approach didn’t just make us more efficient; it made us more resilient.
The same approach applies to the business world. Whether you’re leading a team, a department, or an entire organization, strategic thinking is key to staying ahead of the competition. By taking the time to understand the challenges that lie ahead, you can make proactive decisions that position your team or company for long-term success.
Why Every Business Is a People Business
As I reflect on my career and the evolution of my leadership style, I come back to the core principle that has always driven me: “Every business is a people business.” The success of any business—whether it’s a small team or a global corporation—depends on the people who make it run. It’s not just about the product or service you offer; it’s about how you engage, develop, and empower your people.
People are at the heart of every successful business. As leaders, it is our responsibility to invest in them, to develop their skills, and to create a culture where they feel valued and supported. When you take care of your people, they will take care of the business.
This philosophy is at the core of my leadership approach, and it’s what led me to develop the concept of Everyday Diplomacy. In every business, there will be challenges, conflicts, and obstacles. But by focusing on the people who make up the organization and equipping them with the tools, skills, and mindset to succeed, you can overcome any challenge.
Conclusion
Strategic thinking is about more than just solving problems as they arise. It’s about shifting your mindset from a reactive approach to one that anticipates challenges and plans for long-term success. By investing in your people, asking better questions, and looking ahead, you can build a foundation that supports not only the success of your business but also the growth and development of those who are part of it.
As I retire from the Marine Corps and transition into the next chapter of my life, I carry with me the lessons I’ve learned from over two decades of leadership experience. The most important lesson is that leadership is not just about reacting to what’s in front of you—it’s about shaping the future by thinking strategically, investing in your people, and leading with purpose.
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