Despite both being essential at work they differ in many aspects and only one consistently gets noticed and rewarded.
The managerial mindset is grounded in the present and strives to keep the current organisational engine running smoothly.
If you operate with this mindset you will make sure that deadlines are met, problems are solved, details are handled and teams are supported.Â
Operating with this mindset makes you, the mid-career professional, reliable and indispensable. This is where many excel and also where many get struck.
The strategic mindset on the other hand operates on a different time horizon.
If you operate with this mindset you look beyond today’s priorities, think about where the organisation should be heading, what to build next to stay relevant and you will drive the organisation towards that vision.Â
This mindset makes you, the mid-career professional, stand out and exhibit senior leadership potential. Sadly, not many operate at this level.
So one mindset protects the now and keeps things working.
And the other mindset shapes the future by thinking about what is possible.
My observation having worked and consulted with a number of organisations is that most mid-career professionals operate with a managerial mindset and are seen as great operators but not as future leaders. They are often held back from promotions and the explanation given is that they ‘are not strategic enough’.
Another observation is that whereas most mid-career professionals will use both mindsets to varying degrees, the gap between the two mindsets is where careers either stall or accelerate.
I’ve outlined some additional points of difference that once understood can pave the way for mid-career professionals to think differently and develop the strategic mindset that will move them into more senior leadership roles.
| STRATEGIC MINDSET | MANAGERIAL MINDSET |
| Focuses on how to move the organisation forward towards the right long-term direction. | Focuses on how to efficiently deliver current outcomes within the existing constraints. |
| Thinks years into the future, figuring out where the organisation should be and what needs to change to get there. | Thinks about the present or immediate next horizon, keeping operations on track and meeting current targets. |
| Focuses on the WHAT, sets direction, defines the vision and decides which opportunities to pursue or abandon. | Focuses on the HOW, specifically on task organisation, processes to follow and resources required to get things done. |
| When dealing with people, the focus is on empowering and inspiring people and rallying them around a shared purpose that is future-focused. | When dealing with people, the focus is on performance monitoring, supervision and coordination to make sure the team delivers against the plan. |
| Looks for ways to explore new methods and models, challenge assumptions and find opportunities to innovate. | Looks for ways to standardise and improve existing processes and prioritises stability and control. |
| Comfortable with ambiguity and makes decisions without full information to support the vision. | Minimises risk and prefers clarity, predictability and proven systems, processes and structures. |
Quick question…do you operate more from a strategic mindset or a managerial mindset? Drop me a line and let me know.