Last Updated on May 2, 2025
Get invited to the table
Most high performers I know are doing both strategic and tactical work—often in the same day, sometimes in the same hour.
They’re designing systems, solving blockers, mentoring peers, and mapping next steps. But here’s the problem: only the tactical work gets seen.
And over time, that can limit how you’re perceived, promoted, or invited to the table.
What Strategic Actually Means
Strategic work isn’t about sounding smart or making big bets.
It’s about:
- Seeing the bigger picture
- Understanding long-term implications
- Connecting work to business outcomes
- Creating systems that outlive your individual contributions
If you’re making decisions that affect scale, alignment, or direction—you’re thinking strategically.
Tactical Work Isn’t Lesser—It’s the Foundation
Tactical execution is where trust is built.
- Shipping reliably
- Following through
- Resolving blockers quickly
If strategy sets the compass, tactics move the team forward.
But the trap is when you’re only seen for your execution. That’s where career momentum stalls.
The Visibility Gap
Here’s what often happens:
- You align teams, but only the meeting notes are shared
- You redesign a process, but the credit goes to the system, not the architect
- You coach someone into clarity, but the outcome looks like “they just figured it out”
Your strategic value gets buried beneath your tactical output.
How to Fix It
1. Narrate Your Strategic Thinking
Don’t just share what you did—share why you did it.
Example:
“We changed the intake process to reduce misalignment and protect engineering time. It’s already reduced back-and-forth by 30%.”
2. Write and Share Frameworks
If you find yourself explaining the same logic twice—write it up.
- Internal memos
- Lightweight docs
- Slack posts or templates
You’re not just solving problems—you’re creating tools for others to think better.
3. Use Language That Signals Strategy
Instead of “I helped finish X,” try:
- “I defined the system for…”
- “I identified a pattern and proposed…”
- “I aligned cross-functional priorities around…”
4. Claim Ownership Over Direction
If you’re influencing what gets built, how teams work, or how the company scales—say so.
Ownership isn’t ego. It’s clarity.
A Note on Leadership
In Special Forces, we were trained to always think two steps ahead—even while solving immediate problems.
That mindset stuck with me. And in every leadership role since, I’ve seen how powerful it is to balance both strategy and action.
If you’re the person others rely on to keep things moving and make the right calls at the right level—you’re not “just” executing. You’re leading.
Make that visible.
In Closing
If your contributions feel invisible, it might not be the quality—it might be the framing.
Own the strategy. Tell the story. Make your full value visible.
And if you’re navigating this balance or stepping into higher-level leadership—I’m always open to the conversation.
