Moe and Peter Klein talk about the proven plan for making strategic thinking part of any organization’s DNA to drive sustainable growth.
Mastering the Art of Strategic Thinking
One of the more important rituals that I’ve developed this year is a commitment to read a passage from Stephen Mitchell’s translation of Tao Te Ching each day. It takes less than two minutes, but always leaves me with a heightened sense of awareness, both of my circumstances, and my surroundings. Since my exposure to the original text in the early 80s, I’ve gained a deep appreciation for the power of its message and the practically by which it enriches my life.
Ironically this morning, just a few moments before I was about to speak with Peter Klein, I read a passage about mastery that set the stage for one of the better conversations that I’ve had about strategic thinking. The Passage, #48, starts by reminding us that, “In the pursuit of knowledge, every day something is added. In the practice of the Tao, everyday something is dropped. Less and less do you need to force things, until finally you arrive at non-action. When nothing is done, nothing is left undone.” As you listen to my conversation with Peter, you’ll notice that strategic thinking is first and foremost a deliberate process, but one that will only be mastered by those disciplined enough to eliminate the non-essentials.
In their book, Think to Win: Unleashing the power of Strategic Thinking, Paul Butler, John F. Manfredi, and Peter Klein synthesize decades of practical experience and research to share ‘a dynamic new approach to thinking simply, yet strategically.’
I’ll explore the following topics with Peter:
What shaped his thinking philosophy
The evolution of his leadership philosophy
What distinguishes leaders from managers
The bottlenecks that inhibit our ability to think strategically
The role & framing of strategic questions
The five principles that anchor the strategic thinking process
- The ingredients of an effective vision