S9 Ep3: Shaping Strategy, Not Just Delivering It

Welcome back to Your Path to Career Success — the podcast that helps you build the skills, confidence, and strategies to thrive in your career.

In this episode, we’re taking on a critical leap for any aspiring C-Suite leader: moving beyond delivering plans to actively shaping the strategy of your organisation. At the executive table, it’s not enough to report on progress or KPIs, you need to help decide where the business is going next.

If you’ve ever walked into a leadership meeting ready with execution updates, only to find the conversation is about investment priorities, growth, or competitive positioning, this episode (which is just over 13 minutes) will show you how to step into that strategic space with confidence.

Because here’s the truth: strategy-shaping leaders don’t just deliver results, they influence the direction of the business, gain visibility at the leadership table and become trusted partners in driving growth and innovation.

What You’ll Learn in This Episode:
• The difference between executing plans and co-creating business strategy
• How to think like a strategist, not just a functional manager
• The pitfalls that keep leaders “stuck in delivery mode” (and how to avoid them)
• Practical steps to connect your function’s work to organisational vision and goals
• How to bring insights, trade-offs, and options that influence decisions at the executive level
• Simple ways to start building your credibility as a strategy-shaping leader this week

This episode is packed with examples, reflection prompts, and actionable practices you can apply immediately to shift from execution to influence and start shaping the future direction of your organisation.

What next?
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Useful Resources:
🎧 Book: Playing to Win by A.G. Lafley & Roger Martin — a practical guide to strategy design

Next week: Managing Risk Like a CEO

Transcript

Season 9, Episode 3 - Shaping Strategy, Not Just Delivering It: Moving from Implementing Plans to Co-Creating the Business Strategy

Welcome back to Your Path to Career Success —the podcast that helps you build the skills, confidence and strategies to thrive in your career.

I’m Kathryn, and today we’re diving into a critical leap for aspiring C-Suite leaders: moving beyond executing plans to actively shaping the strategy of your business.

In Episodes 1 and 2 we mastered the mindset shift from department head to Organisation/C-Suite Leader and started speaking the language of the board and today is about taking a seat at the strategy table, not just reporting on what your team is doing, but influencing the future direction of the company.

Imagine this
Picture your next executive meeting. The CEO asks, “Where should we invest next quarter? What’s our strategic focus for the year?”

Your instinct might be to pull out your department updates, KPIs, and project plans. But the room isn’t looking for execution updates—they’re looking for your perspective on how the business should evolve.

That’s the difference between a manager and a strategic leader: you’re expected to help shape the “what” and the “why,” not just deliver the “how.”

If that feels daunting, don’t worry. This episode is about giving you the mindset, tools, and practical steps to co-create strategy confidently and effectively.

Why does it Matter
At the organisation level, strategy is the engine that drives the business forward. It’s not just about completing projects or hitting KPIs—it’s about making informed choices that shape the future: where to invest, what to prioritise, what risks to take, and which markets or customer segments to pursue. Leaders who simply focus on delivering plans risk being reactive, functionally siloed, and ultimately invisible at the executive table.

Shaping strategy allows you to move from being a participant to being a driver of the business agenda. It’s about asking: “What’s the right path forward for the organisation, and how can my function contribute to that?” When you start thinking in these terms, your influence grows exponentially.

Here’s what happens when you embrace a strategy-shaping mindset:
• Influence where resources are allocated: Rather than waiting for decisions to be made above you, you actively highlight opportunities, trade-offs, and areas of strategic impact. For example, you might advocate for investing in digital transformation because it drives long-term efficiency and customer engagement, rather than just meeting your department’s short-term goals.
• Ensure your function’s work aligns with organisation priorities: Execution without alignment can lead to wasted effort, missed opportunities, or conflicting objectives. By linking your team’s work to the broader strategy, you ensure every project contributes to the company’s mission, vision, and financial goals.
• Build credibility as a partner in driving growth, innovation, and competitive advantage: Leaders who shape strategy are seen as organisation thinkers, not just function managers. You start being invited into high-level discussions, shaping decisions on investments, M&A opportunities, market entry, or innovation initiatives.
• Strengthen your voice and visibility at the leadership table: Strategy-oriented leaders command attention because they provide insight, foresight, and solutions. You stop being the person who reports results and start being the one whose perspective drives decisions. Executives notice those who can see the big picture, anticipate challenges, and propose actionable options.

You need to start viewing your function through a strategic lens. Ask:
• How does what we’re doing contribute to organisation goals?
• Where could we shift priorities to maximise impact?
• What opportunities or risks are others overlooking?

Shaping strategy isn’t about having all the answers—it’s about asking the right questions, connecting the dots, and offering informed perspectives that help the organisation succeed. Leaders who master this skill transition from excellent functional managers to trusted organisation leaders who influence the future direction of the business.

What I’ll Share in This Episode
Over my years coaching organisation leaders, I’ve seen the common struggles and the mindset shifts that separate those who simply execute from those who co-create strategy. In this episode, I’ll share:
• The difference between implementing plans and shaping strategy.
• How to think like a strategist, not just a manager.
• Pitfalls that keep leaders in “delivery mode”, and how to avoid them.
• Practical steps to contribute to strategic discussions and influence decisions across the business.

By the end of this episode, you’ll have concrete ways to move from functional execution to organisation/C-Suite -level strategic thinking, and start shaping the future of your organisation.

So here are some Lessons for Shaping Strategy

1. Move from “doing” to “deciding”
As a department head, your success was measured by execution—hitting targets, completing projects, and managing your team. At the organisation level, the measure of success shifts: it’s now about making decisions that impact the whole organisation.

Practical approach:
• Ask yourself: “Which decisions in this area actually move the business forward?”
• Focus less on detailed execution updates and more on strategic implications, options, and trade-offs.
• When preparing for leadership meetings, highlight choices that need consideration, rather than simply reporting progress.

Example: Instead of reporting that your marketing team hit campaign KPIs, provide insight on whether the campaign moves the business toward growth, brand positioning, or customer acquisition goals. Offer options such as: “We can scale this approach now, or reallocate resources to emerging markets—here’s the trade-off.”

So you need to think about a project you’re leading. Which parts are execution-focused, and which involve strategic decisions that affect the organisation? How could you shift your focus toward the latter this week?

2. Connect your function to the organisation vision
Strategy doesn’t exist in isolation. Leaders who shape strategy understand how their function supports organisation goals, revenue streams, customer needs, and market positioning.

Practical approach:
• Map your department’s initiatives to organisation objectives.
• Highlight the contribution of your function to growth, efficiency, and long-term competitive advantage.
• Identify gaps where your function could drive more strategic value or take initiative in areas impacting other parts of the business.

Example: If operations are struggling with capacity, instead of just reporting delays, suggest options for cross-functional collaboration or investment that supports organisation growth objectives.

Reflection Prompt: Next time you prepare for an executive discussion, ask:
• “How does my team’s work advance organisational goals?”
• “Where can I suggest a shift or innovation that drives broader business impact?”

3. Influence the strategic conversation
You don’t need to be a finance or strategy expert to shape organisation strategy—but you must bring insights, options, and perspectives that matter to the business.

Practical approach:
• Prepare 2–3 key observations for your next leadership meeting: trends, risks, or opportunities identified by your function.
• Frame them in terms of organisation impact, trade-offs, and strategic options.
• Ask strategic questions: “If we invest here, what trade-offs will we need to make elsewhere?” or “Which options best balance growth, risk, and capacity?”

Example: Your product team identifies a potential market expansion. Rather than just reporting, you frame the discussion: “Expanding into this region could increase revenue by X, but we may face operational constraints and marketing costs. Here are three approaches to manage this risk.”

Reflection Prompt: Identify one strategic decision coming up in the next month. What insight or recommendation can you contribute that elevates the discussion beyond functional execution?

Pitfalls to Avoid
Even experienced leaders can get stuck if they aren’t deliberate about shaping strategy. Watch out for:
• Staying in “execution mode”: Only providing updates, metrics, or status reports without connecting to organisation strategy. This keeps you invisible at the leadership table.
• Over-specializing in your function: Excelling in your department is important—but ignoring organisation priorities limits your influence and strategic credibility.
• Avoiding risk or debate: Strategic input often involves making tough recommendations or challenging the status quo. Leaders who avoid these conversations risk being seen as compliant rather than influential.
Extra tip: Before each leadership meeting, ask yourself: “Am I contributing insight, options, and trade-offs, or am I just reporting? If I’m reporting, how can I add strategic perspective?”

Some Practical Steps to Shape Strategy This Week
Developing the ability to shape strategy isn’t a one-time exercise—it’s about deliberate, consistent practice. Here are three practical steps you can apply immediately:

1. Prepare a strategic brief for your function
Identify 1–2 key initiatives and outline:
• How they contribute to organisation goals.
• The trade-offs involved.
• Potential risks or dependencies across the business.

Example: If your marketing team is launching a major campaign, your brief could highlight expected revenue impact, operational constraints, budget considerations, and potential influence on customer experience. Presenting this clearly positions you as a strategic thinker, not just a project manager.

Reflection Prompt: Which initiative could you turn into a strategic brief this week? How would presenting it in this way change the conversation with your peers or leadership?

2. Ask strategic questions in meetings
Shift from reporting updates to probing the organisation impact of decisions. Sample questions include:
• If we pursue this option, how does it affect other parts of the business?
• Which areas offer the highest strategic leverage for our resources?
• Are there risks we haven’t considered that could impact organisation objectives?

Example: Instead of simply updating on a product launch, you might ask: “Launching in this market could increase revenue, but do we have the operational capacity and customer support in place? What trade-offs should we consider?”

Reflection Prompt: In your next leadership meeting, aim to ask at least one question that reframes a discussion from functional outcomes to organisation-level strategy. Notice how it shifts the conversation.

3. Observe and learn from strategic leaders
Pay attention to how executives:
• Frame problems.
• Weigh trade-offs.
• Communicate priorities and influence decisions.

Take notes and reflect on what makes their approach effective. Then consider how you can adapt similar techniques in your own context.

Example: Watch how a C-Suite leader highlights options with their potential impact on revenue, risk, and long-term strategy—then tries to involve peers in weighing the best path forward. Try mirroring this in your own updates or discussions.

Reflection Prompt: Who in your organisation demonstrates strong strategic thinking? What is one habit or approach you can adopt this week to elevate your own strategic influence?

Key takeaway: These small, deliberate actions—preparing a brief, asking strategic questions, and observing strategic leaders—train you to think and act like an organisation leader, build credibility, and ensure your voice is heard at the strategy table.

Closing
Today, we explored moving from delivering plans to shaping strategy:
• Thinking like a decision-maker, not just an executor.
• Connecting functional work to organisation objectives.
• Influencing the strategic conversation with insight and options.

Your challenge this week: identify one initiative where you can provide strategic input beyond execution. Frame your insights in terms of organisation impact, trade-offs, and long-term value, and see how the conversation changes.

Next week, we’ll focus on Managing Risk Like a CEO—balancing innovation and risk in decisions that impact the entire company. We’ll look at how to assess trade-offs, anticipate consequences, and take decisive action with confidence.

Thanks for tuning in to Your Path to Career Success. Keep learning, keep leading, and keep shaping the strategy of your organisation.