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April 22, 2022
Over 90% of executives say that “strategic thinking” is the most important part of their job. Most don’t make time to do it.
This is a paradox, and our new research sheds light on the issue.
For the last few months, we’ve had a short survey in the field asking leaders how they spend their time. Although our sample size is too small to generalize, here’s what we know so far:
Everyone (95%) considers it part of their job to think strategically. This shouldn’t surprise us: the people in our networks who have taken this survey are CEOs and leaders who are expected to develop and execute strategic plans.
But then the data gets more interesting.
Over two-thirds of respondents (68%) admit that immediate, tactical issues take up the largest share of their reading for work.
Only 17% spend most of their time learning about changes in their industry and 7% on emerging issues beyond their industry.
In rank order, respondents’ most time is spent as follows:
Task-focused, e.g., email, agendas, prep for the next meeting (68%)
Industry-focused, e.g., industry news and insights. (17%)
Professional development to improve my performance or effectiveness (7%)
Emerging issues outside my industry that could impact my industry or organization (7%)
Over three-fourths of respondents (76%) spend 90 minutes or less per month talking to their teams about long-term (beyond 2025) issues. FYI: spending 30-90 minutes per month equates to 1.5-4.5 minutes per day.
- What would respondents give up to have more time for futures-focused work? Meetings (61%), Emails (46%), and Commuting (32%).
This is the strategy paradox: those who are paid to think strategically do it for only 1.5 to 4.5 minutes per day. Is it any wonder that we’re caught flat-footed when things change?
So what?
What would have to change - within you or your organization - to give leaders more time to think strategically about the future? Here are some techniques popular with our team.
Greg McKeown’s Essentialism - to focus on the “vital few” and do less, better.
Cal Newport’s Deep Work - to make time for what really matters; and A World Without Email - to consider systems and work cultures that enable deep work.
One hour each week for Signals and Sensemaking with a small team. This will help you develop a futurist’s mindset and flex your foresight muscles.
What about you?
Find out how you rank compared to others by taking the survey.
Let us know what techniques you use to make time for strategy.
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Rebecca Ryan, APF, FRSA
Rebecca is a human spark plug. Her enthusiasm to create bold, inspiring futures is contagious. She's an economist and top-50 professional futurist. She's been named "Communicator of the Year" by Women in Communication, "Entrepreneur of the Year" by the U.S. Association for Small Business and Entrepreneurship and has served as Resident Futurist at the Alliance for Innovation, the Association of Government Risk Pools, the Greater Omaha Chamber, and the Local Government Institute of Wisconsin. She's a keynote speaker, author and consultant with distinctions from the Association of Professional Futurists and the Royal Society of Arts, Manufactures and Commerce. Rebecca's collaborative, creative approach to shaping the future has been trusted by leaders from over 200 communities, touching one in five Americans. Contact Lisa Loniello for Rebecca's keynote fee and availability.
Charlie Grantham
Charlie Grantham, PhD, APF is a futurist, author, and strategist who’s helped dozens of our clients over the years. Charlie served in Special Forces in Vietnam and earned his PhD in Sociology. Afterwards, he worked on the front lines of the telecommunications and remote work revolutions. Yep, he's seen a thing or two! Charlie is trying to retire, but he still takes our calls when we ask him to help with a major client project or new initiative. When he's not working with us, Charlie's growing tomatoes, mentoring next gen change agents, and researching and writing about community well being and tiny communities.
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