What separates a truly strategic leader from one who’s just good at getting stuff done?
Two words: Systems Thinking.
(Not sexy, I know. But so underrated.)
Old-school systems thinking—input, throughput, output—is one of the simplest ways to level up your strategic lens.
Let me break it down:
- Inputs = the resources, info, or conditions coming into your system
- Throughput = what happens inside—the processes, decisions, and people that shape the work
- Outputs = the outcomes you create and how they ripple out into the organization
Strategic leaders don’t just make decisions. They understand the system they’re working in. They ask, “If we pull this lever, what else moves?”
And when they miss that? It shows.
I once watched this play out in a senior team meeting that I was facilitating. A well-meaning exec proudly announced a big product change:
“We’re rolling out X, Y, and Z. It’ll totally reshape how we do [insert core processes here] for our customers!”
To his left sat the heads of Sales and Marketing. One look at their faces told me all I needed to know: It was the first time they were hearing about a change that would impact their teams.
I gently jumped in, asking the leader, “What steps have you taken to make sure Sales and Marketing are on this journey with you?”
Him: “…Oh. I guess I should do that.”
Me, turning to Sales & Marketing: “How’s this going to impact your teams?”
Them: “Where do we begin?”
Here’s the deal: Strategic thinking isn’t a solo sport. You don’t get extra credit for making fast decisions if you leave a wake of confusion and chaos behind you.
Real strategy means:
- Testing assumptions before running with them
- Looking at the full system—not just your part
- Communicating with those impacted (before, not after)
- Tying decisions to actual business outcomes
We often celebrate the decisive, fast-moving leader. But the truly strategic ones are the pattern recognizers. The ones who pause to ask: “If we change this… what else shifts?”
They trace the flow from input → throughput → output, mapping the system so they’re not just solving problems, but solving the right ones.
So here’s the question: How might you apply input-throughput-output thinking to an upcoming change in your world?
I’d love to hear how you’re mapping the system.
Hey there! I’m a leadership team whisperer, executive coach, and speaker. I guide leadership teams in high-growth companies to achieve rapid growth in a healthy, sustainable way. I coach senior leaders to discover the path to lead with ease.
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