Being strategic is not the same as being busy. Many leaders fall into the trap of saying yes to everything, believing that constant activity equals progress. Yet when they pause and take stock, they realize their career has barely moved forward.
Geetha’s growth story
Geetha was a hardworking executive. Her day spread across managing multiple teams, handling various stakeholders, working on different threads. Every request was urgent for someone and few were truly important for her. She equated busyness with visibility, assuming being everywhere meant effective leadership.
After three years, Geetha believed she was an established leader. However, that illusion was shattered with her CEO’s feedback that she was not strategic enough as a leader. A disillusioned Geetha sought a coach who helped her see the reality.
Her illusion of being strategic came from
- Prioritizing tasks only in the short term
- Spreading herself too thin across every direction
- No clear area of work is being developed
She was present everywhere but not building anything substantial. Her diluted focus weakened her impact. The real challenge wasn’t just learning to say no—it was choosing what to lead and what to build.
Her breakthrough: Being strategic means every charter is not very important for the organization. She shifted her energy toward initiatives that created significant value. Instead of scattering her effort, she concentrated on driving momentum in a few critical areas.
Months later, when she reviewed her progress, the difference was clear. For the first time in three years, she felt genuine career growth. Her work was no longer just about keeping the job running—it was about adding value to the organization and shaping her career.
For your reflection
- Where are you investing energy that doesn’t compound over time?
- Which two or three initiatives, if pursued with focus, would create the most value for your organization and your career?
“The essence of strategy is choosing what not to do.” – Michael Porter