Turns out last week’s newsletter hit a nerve. I heard from several leaders who said things such as, “The program manager technically did everything right, crossed traditional program management KPIs off the list, but the pilot still failed”. I also know a few CEOs who quietly admit, “I just wish my people would think more strategically.”
Let’s dig a little deeper into why this happens.
There are more silos than you think
When strategic initiatives stall, it’s often because of siloed thinking.
Siloed thinking doesn’t just happen between departments. It exists between functional expertise, seniority levels, and even personal worldviews. When we stay in the comfort zone of our own perspective, we miss critical inputs. The implications are real: slow decisions, duplicated efforts, and initiatives that meet only a narrow set of KPIs.
We often assume our version of reality is shared. Read on to widen your lens.
3 Tips to Avoid Siloed Thinking in Strategic Initiatives
Let’s get your strategic initiatives humming with 3 ideas you can do this week:
1. Time travel down the org chart: For example, if you’re a CEO, ask: “What would my 18-year-old self packing shelves part-time think of this?” Or “How would our customer success team interpret this presentation?” These lenses uncover blind spots and make our thinking broader, fast.
2. Ask before you tell: Instead of telling people what you have in mind (which may be siloed), ask what others think first…. ask another function, a peer, even a non-corporate voice like your teenager or Auntie. If you don’t have a peer professional group find one (eg The Turbochargers community).
3. Consider 3 perspectives: My favourite framework shows the integration of the 3 ingredients needed for execution: business strategy, change management, and project management, all in a Venn Diagram, which I use to describe “The Turbochargers Approach”. Here’s a challenge: When you’re making your next decision or presentation, deliberately review all three perspectives to ensure that you have considered the commercial-strategic perspective, the people change implications, and the project delivery elements. All of these need to suit your workplace culture. More here.
Quote of the week
“Making a choice that is 1 percent better or 1 percent worse seems insignificant in the moment, but over the span of moments that make up a lifetime these choices determine the difference between who you are and who you could be.”
James Clear, Author of Atomic Habits
Let’s energize ourselves and those around us
🎵 Want inspiring, energetic music for your next team workshop, workout or road trip? Follow Turbochargers Energy Mix on Spotify. Reply with a link to your favourite upbeat song and I’ll give you a shout out if I add your tune!
Thanks to all the folks last week who emailed me back. You made my week.
Know others working on strategic projects? I’d be delighted if you share this. If someone forwarded this to you, you can subscribe here.
PS Turbocharge your strategic influence 😊🌱📈
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About Lisa Carlin
Lisa Carlin is a Strategy Execution Specialist. She works with business leaders to plan and execute their strategies in tough environments. Her clients love having her expertise and guidance to navigate their workplace culture and use AI to achieve success.
Lisa created The Turbochargers Hub, so leaders can master the art of strategic influence and generate momentum for organizational change.
Lisa is author of the globally acclaimed newsletter, Turbocharge Weekly, read by 8,000 business leaders.
Lisa’s career includes roles at McKinsey and Accenture, then running her own business since 1999. Over this time she has delivered over 50 implementations with a 96% success rate.