Written by Julie Zhuo
By investing more time in three key activities, new and experienced managers alike can become better strategic leaders.
My career at Facebook started in 2006 as its first intern. Three years later, I became a rookie manager at the age of 25. Today, I manage an organization of hundreds of people. This path has brought countless new challenges, mistakes, and lessons, many of which are laid out in my new book, The Making of a Manager, a field guide for new managers.
One of the key areas of growth for me as a manager was strategy. As I progressed in my career, I knew that there was an expectation that the work I did would become increasingly strategic. But what does that really mean? This is what I used to think it meant:
- Setting metric goals.
- Thinking outside the box to come up with new ideas.
- Working harder and motivating others to work harder.
- Writing long documents.
- Creating frameworks.
- Drawing graphs on a whiteboard.
As a result, I tried to do as many of the above as I could. I brainstormed. I wrote epic, sweeping documents. I familiarized myself with the language of KPIs and measurements. Before each new task, I gave myself a mental check. This, I thought, must be strategizing.
Unfortunately, I was doing the equivalent of strumming a guitar and assuming I was making music. The core problem was that I didn’t really understand what strategy was. Because nobody had ever explained it to me, I figured that being strategic was simply engaging in high-level product and business discussions.
What a strategy actually entails is a set of actions designed to achieve a particular objective. It’s like a route designed to get you from point A to point B. Now, there might be many routes you could take, so a more interesting question is: “What makes for a good strategy?” For that, I subscribe to Richard Rumelt’s definition: “A good strategy is a set of actions that is credible, coherent, and focused on overcoming the biggest hurdle(s) in achieving a particular objective.”
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