, , ,

I worked at a place for a while where the manager was known for being strategic. At least, in his mind he was being strategic. We used to make bets before every staff meeting on how many times he’d use that word. Once he averaged using “strategic” once a minute during the time he talked.

He was a big picture guy who didn’t have a clue about the details involved in getting the job done. He worried more about power point presentations to upper management – and how they looked – than what actual data they presented.

Of course, the department didn’t get much done. The things WE were supposed to be doing ended up being done by other departments, and he’d take credit for their successes. If they were a flop he could always say it was because those other departments didn’t involve us in the process. And, the other departments didn’t want to have anything to do with us because we couldn’t do what they needed – we didn’t have the authority or tools to help them.

It was an endless cycle of meetings to talk about our strategic goals and the day to day frustration of trying to get something done without the tools or management support we needed.

But, if we weren’t strategic doers we were, at least, strategic thinkers!