Month February 2025

How to Improve Your Strategic Thinking

Steve Keating Leave a comment

One of the many challenges for large, publicly traded companies is that they tend to run their businesses on a quarterly basis. They, of course, will deny this forever, but for many publicly traded companies, the most important quarter in the history of the company is whatever quarter they are currently in.

They have to “make the numbers,” or Wall Street will crush them.

That causes them to jettison a lot of long-term strategies in favor of short-term programs designed to achieve whatever quarterly results they had committed to achieving.

Surprisingly, the need for short-term programs at the end of a quarter most often comes from flawed long-term strategies developed earlier in the year. And better long-term strategies can only come from better strategic thinking.

Strategic thinking can be defined as the ability to analyze complex situations, anticipate future challenges and opportunities, and develop long-term plans to achieve specific goals. It involves a combination of critical thinking, problem-solving, and vision casting to make informed decisions that align with broader, long-term objectives.

Key elements of strategic thinking include:

Vision-Oriented – Focusing on long-term outcomes rather than just immediate problems.

Systems Thinking – Understanding how different elements interact within a larger system.

Analytical and Creative Thinking – Using data-driven insights while also considering innovative approaches.

Proactive Approach – Anticipating risks and opportunities before they arise.

Decision-Making Under Uncertainty – Navigating ambiguity with calculated risks.

Strategic thinking is a must for leaders, businesses, and even individuals who want to remain competitive, adaptable, and successful in achieving their objectives.

Leaders can improve their strategic thinking by developing a mindset that balances big-picture vision with practical execution. Here are key ways you can enhance your own strategic thinking.

1. Expand Your Perspective

Stay informed about industry trends, global developments, and emerging technologies.

Read widely—books, reports, and case studies—to gain diverse insights.

Engage with people outside your immediate industry to understand different viewpoints.

2. Ask Better Questions

Challenge assumptions by asking, “What if?” and “Why not?”

Use first-principles thinking to break down complex problems.

Regularly reflect on long-term goals and whether current actions align with them.

3. Develop Pattern Recognition

Analyze past successes and failures to identify trends.

Observe competitors and market shifts for early signals of change.

Use scenario planning to prepare for multiple possible futures.

4. Think in Systems, Not Silos

Understand how different parts of your organization interact.

Recognize bottlenecks, dependencies, and leverage points for impact.

Align resources and efforts to maximize synergy.

5. Make Time for Strategic Thinking

Block out time for deep thinking, away from daily firefighting.

Engage in brainstorming sessions with your team to explore long-term strategies.

Schedule regular reflection periods to assess progress and refine strategies.

6. Test and Iterate

Implement small-scale experiments to validate strategic decisions.

Use feedback loops to adjust course quickly.

Balance bold vision with flexibility to adapt to new realities.

7. Develop Decision-Making Discipline

Avoid analysis paralysis—focus on key priorities and take calculated risks.

Use data-driven decision-making while keeping intuition in check.

Learn from past decisions to refine future strategies.

All of this takes time. That’s where your mindset comes in. If you consider it a waste of time to block time on your calendar to think, then it’s unlikely you’ll do much, if any, of this. You will instead constantly be congratulating yourself for putting out one fire after another. If your mindset tells you that setting aside time to think and plan is a great investment of time, then you’ll likely prevent the fire in the first place.

Imagine what you can accomplish in the time you would have been firefighting. Whatever those accomplishments might be, I’ll bet they won’t include scrambling to achieve some goal at the end of a quarter or the end of a year. Because those goals will have already been met.

That’s a whole lot more productive and a whole lot less stressful way to lead an organization. But of course, as always, it’s your choice to make.

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Developing Resilience and Grit

Steve Keating Leave a comment

I produce two videos a week that are published for subscribers on X. They focus on life and leadership skills. Very often, the comments I receive from subscribers say something along the lines of, “well, that’s easier said than done.”

I don’t disagree with that at all. In fact, almost everything worth doing is easier said than done. What often separates highly successful people from less successful people is that they do those things anyway.

Those highly successful people have figured out how NOT to quit when quitting would be so much easier than pushing forward. When tempted to quit, they reflect on why they started. When tempted to quit, they remember the days when they hoped to be as close to their goals as they are now. When tempted to quit, they summon the resilience required to grind their way closer to their end goal.

You may not have, or may not realize that you have, the same ability to develop the resilience and grit of highly successful people.

But you do!

Developing resilience and grit requires a combination of mindset shifts, intentional habits, and continuous self-improvement. Here are some ideas on how you can develop yourself into someone who will not be stopped.

1. Cultivate a Growth Mindset

A growth mindset, coined by Carol Dweck, is the belief that abilities and intelligence can be developed through effort and learning. To build resilience:

Embrace challenges as opportunities to grow.

Replace “I can’t do this” with “I can’t do this yet.”

View failure as feedback rather than a permanent setback.

2. Strengthen Emotional Control

Resilient people manage stress and setbacks effectively. To improve emotional regulation:

Practice mindfulness: Take time EVERY DAY to stop and think, to remind yourself why you set the goals you’ve set. Think positive possibilities!

Reframe negative thoughts: Instead of thinking “This is the worst,” try “This is tough, but I can handle it.”

Build self-awareness: Notice what triggers negative thoughts and develop positive coping strategies.

3. Develop a Strong Purpose & Intrinsic Motivation

Grit, as defined by Angela Duckworth, is the combination of passion and perseverance. To cultivate it:

Find a meaningful goal that excites you.

Align daily actions with long-term aspirations.

Remind yourself again why you’re pursuing your goals and what achieving them would mean for you and those close to you.

4. Build Mental Toughness Through Adversity

Resilience is strengthened by enduring and learning from tough experiences.

Do hard things intentionally: Push yourself outside your comfort zone.

Stay committed: Even when motivation fades, keep going.

Develop self-discipline: Set routines and stick to them, even when you don’t feel like it. You’ll soon discover that routines make success much easier.

5. Create a Support System

You don’t have to do it alone.

Surround yourself with supportive and resilient people.

Seek mentorship from those who have overcome adversity.

Lean on friends and family during difficult times.

6. Embrace Consistency Over Intensity

Small, daily habits build long-term resilience.

Stay committed to routines, even when progress seems slow. Remember, even a little progress is better than no progress.

Focus on long-term improvement rather than short-term wins.

7. Take Care of Your Physical & Mental Health

Resilience and grit are easier to develop when you are physically and mentally well.

Turn the phone off at least an hour before bed, and while you’re at it, turn the TV off too.

Exercise regularly to reduce stress.

Remember, taking care of yourself is not selfish, it’s the only way you can have the resilience required to help others too.

8. Learn from Setbacks & Failures

Instead of dwelling on failure, analyze what went wrong and adjust.

Ask: What can I learn from this?

Adapt and try again with new strategies.

Celebrate small wins to keep momentum.

Final Thought:

Resilience and grit aren’t innate; they are skills you develop through consistent effort. By pushing through discomfort, learning from adversity, and staying committed to your goals, you’ll build the strength to handle anything life throws at you.

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Managing Resistance to Change

Steve Keating Leave a comment

I have heard there are some people who are resistant to change. I’ve even met some of them. I can’t imagine why anyone but me wouldn’t fully embrace change at every opportunity. 🙂 I know so many people who need to change, and the funny thing is, those seem to be the ones most resistant to it.

Unfortunately, I am sometimes one of those people. As much as I’m usually a big continuous improvement guy, I can also at times be a “let’s just leave well enough alone” guy. I guess I like my changes in small doses. Never-ending change is especially hard to deal with.

Because I’m mostly an average person, it’s a safe bet that many of you feel like I do. If there is a well-defined purpose or reason for a change, then I can get onboard pretty quickly. But if it appears to be change just for the sake of change, I’m going to have a problem with it. I resist, and I can be damn good at it.

If you’re in a leadership position, you need to understand that each member of your team will respond to change differently. Some, like me, won’t always respond to change the same way. Change can be very emotional at times. That’s what makes it so hard.

And yet, as a leader, you know that improvement and growth, in any area, requires change. Change that you are expected to lead your people through. Even those people who resist the change.

Implementing change when your team, or part of your team, is resistant requires a strategic approach that prioritizes communication, involvement, and support.

Here is a proven step-by-step framework to help navigate resistance and drive successful outcomes from your next change initiative.

1. Understand the Resistance

Identify the root cause: Fear of the unknown, past failures, lack of trust, or feeling undervalued.

Listen actively: Have open conversations to uncover concerns and emotions behind the resistance.

2. Communicate the “Why” Clearly

People resist change when they don’t understand it. Explain the reasons for the change and the consequences of not adapting.

Use storytelling and real-life examples to illustrate the benefits.

3. Involve the Team in the Process

Give employees a voice in how the change is implemented. This increases ownership and reduces resistance.

Encourage feedback and make adjustments when possible.

4. Lead by Example

Your team will follow your actions more than your words. Show commitment to the change by embracing it yourself.

5. Provide Support and Training

Resistance often stems from uncertainty or a lack of skills. Offer training and resources to make the transition easier.

6. Create Small Wins

Break the change into smaller, manageable steps.

Celebrate progress to build confidence and momentum.

7. Address Emotional Concerns

Change isn’t just logistical—it’s emotional. Acknowledge fears and frustrations, and reinforce the positives.

8. Build a Coalition of Supporters

Identify influential team members who support the change and leverage them to influence others.

9. Be Patient but Persistent

Change takes time. Stay consistent in your message while being flexible in your approach.

10. Reinforce the Change

Once the change is in place, reinforce it through continuous communication, incentives, and integration into daily work culture.

The vast majority of changes within an organization will come with challenges. That doesn’t mean it has to be painful. Never forget that while you are managing resistance to change, you are still leading your people.

It’s when you slip into the dead zone of trying to manage your people along with the change that the change becomes truly messy and painful. It’s during times of change that your people really need you to lead. So manage the change but lead your people!

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Developing the Next Generation of Leaders

Steve Keating 2 Comments

I used to be shocked when so-called “forward-thinking” organizations couldn’t say who would be leading their organization in ten years. Worse than that, they had no idea who within their organizations would even be a good candidate. They were essentially “rolling the dice” on the future of their organizations every single day.

I’m not surprised by any of that these days because it’s actually very common. Many companies invest millions in new technology and products. However they invest precious little in developing their next generation of leaders. They hope for the best. They assume “when the time comes” that the next generation of leaders will show themselves.

When it comes to leadership, hoping and assuming are very poor strategies.

To build the next generation of leaders, organizations need a smart, long-term plan. This plan should focus on spotting, coaching, and empowering future leaders. Here’s a structured framework to ensure your organization has a strong pipeline of future leaders.

1. Identify High-Potential Employees

Not everyone is suited for leadership. Organizations should establish criteria to recognize employees with leadership potential. Look for:

Strong problem-solving skills

Emotional intelligence

Initiative and accountability

Ability to inspire and influence others

A willingness to learn and accept new challenges

Action Steps:

Use performance reviews and feedback to spot leadership traits

Encourage nominations from peers and managers

Conduct leadership assessments and regular 360-degree feedback

2. Provide Leadership Training and Development

Training should go beyond technical skills to focus on leadership competencies.

Action Steps:

Offer leadership development programs, mentorship, and coaching

Encourage participation in cross-functional projects

Provide soft skills training, such as communication and decision-making

3. Create Mentorship & Coaching Opportunities

Pairing emerging leaders with experienced mentors accelerates growth and fosters knowledge transfer.

Action Steps:

Develop a structured mentorship program

Encourage senior leaders to guide and support high-potential employees

Promote reverse mentoring to allow junior employees to share new insights

4. Encourage Real-World Leadership Experience

Leadership cannot be learned in theory alone—it must be practiced.

Action Steps:

Assign stretch assignments and leadership roles in projects

Offer job rotations to expose employees to different business areas

Provide opportunities to lead meetings, initiatives, or small teams

5. Foster a Culture of Feedback and Continuous Learning

Ongoing feedback helps future leaders refine their skills and adjust their approach.

Action Steps:

Implement regular check-ins and coaching sessions

Encourage self-reflection and adaptability

Provide access to executive leadership for open discussions

6. Align Leadership Development with Organizational Goals

Ensure that future leaders are prepared to drive the company’s vision forward.

Action Steps:

Clearly communicate company values and expectations

Develop leadership competencies that align with business objectives

Measure the impact of leadership development initiatives

7. Recognize and Reward Leadership Growth

Acknowledging leadership efforts motivates employees to develop further.

Action Steps:

Offer promotions or new leadership roles when ready

Recognize leadership contributions through incentives and public appreciation

Build a clear career progression path for emerging leaders

8. Create a Succession Planning Strategy

Leadership development should prepare individuals for critical roles in the future.

Action Steps:

Identify key positions and potential successors early

Build personalized development plans for successors

Review and update the succession plan regularly

By systematically investing in leadership development, organizations can build a strong pipeline of capable leaders who will drive future success. Long-term successful organizations know that the best time to develop their next generation of leaders is today.

If you leave leadership development to chance, then there is a good chance that your organization will lose potential leaders that one day you’ll wish were still on your team. I’m betting you really don’t want that to happen… so don’t.

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Strategies for Building Trust

Steve Keating Leave a comment

If you have the audacity to call yourself a leader, then you best be certain that you have some followers. Actual followers, people who are committed to you as a leader. People who follow you because of what you’ve done for them or other people in the organization.

Absent some level of commitment, there is no true followership. And this is key; any level of commitment requires trust, a two-way street kind of trust. If you’re in a leadership position, you must, at all times, work to ensure that the people you lead see you as trustworthy.

Building trust requires consistent effort. It requires a commitment to ethics. It requires a leader who is thoughtful enough to ensure that their actions match their words. ALL THE TIME! Building trust is not, and cannot be, a part-time job.

Building trust within your team is crucial for developing collaboration, engagement, and productivity. People who lack trust in their leaders will lack the motivation to give their best effort. People who cannot trust their leaders simply cannot make the emotional connection required to commit to them.

Here are some key strategies to establish AND maintain trust.

1. Lead by Example

Demonstrate integrity, honesty, and reliability in all your actions.

Follow through on every commitment and hold yourself accountable.

Show the same level of respect and professionalism that you expect from others.

2. Communicate Transparently

Share relevant information openly and honestly. The more information you withhold, the more rumors you create. The more rumors you create, the less trust you’ll have in your organization.

Encourage two-way communication—listen actively and provide constructive feedback.

Address concerns and uncertainties rather than letting rumors spread. Information is the enemy of rumors; never lose sight of that fact.

3. Show Empathy and Support

Understand and acknowledge your team members’ challenges and emotions.

Offer support during difficult times and celebrate successes together.

Be approachable and foster an environment where team members feel valued.

4. Encourage Collaboration

Create opportunities for teamwork and cross-functional collaboration.

Involve team members in decision-making processes.

Respect diverse perspectives; you never know where the next stupendous idea will come from.

5. Be Consistent and Fair

Apply rules and policies consistently to avoid favoritism.

Make decisions based on principles rather than emotion or personal bias.

Recognize and reward contributions fairly and equitably.

6. Empower and Trust Your Team

Delegate responsibilities and give team members autonomy in their work.

Avoid micromanaging—show confidence in their abilities. Hire the right people, give them the tools to do their jobs, train the heck out of them, and then get out of their way.

Provide ample opportunities for professional growth and skill development for everyone.

7. Resolve Conflicts Constructively

Address conflicts early before they escalate.

Encourage open discussions and mediate disagreements with objectivity.

Focus on solutions rather than blame to maintain a positive team dynamic.

8. Create a Safe and Positive Work Environment

Encourage innovation and allow mistakes as opportunities for learning. Do not criticize one of your people in front of the others; doing so will melt away trust faster than an ice cream sandwich melts on a July afternoon in Arizona.

Foster psychological safety where team members feel comfortable sharing ideas.

Promote a culture of respect and accountability for all.

9. Provide Regular Feedback and Recognition

Offer both constructive feedback and positive reinforcement.

Recognize and appreciate team members’ efforts and achievements.

Encourage peer recognition to build mutual trust within the team.

10. Invest in Team Building

Organize team-building activities to strengthen relationships.

Encourage informal interactions to build rapport.

Celebrate milestones and successes together to create a strong team bond.

Greatness develops naturally in organizations with a strong culture of trust. Remove trust from an organization and mediocrity is the best you can hope for. Investing the time and effort to build trust throughout your organization is an investment with a guaranteed return. Will you make an investment in trust today?

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Leading Across the Generations

Steve Keating Leave a comment

Jimmy Johnson is a Hall of Fame American football coach. He coached the Dallas Cowboys to Super Bowl victories following the 1993 and 1994 seasons. He was known for getting the most from his players and was considered to be an excellent leader.

He was asked after winning his first Super Bowl what his “secret” was. His answer has stayed with me to this day. While the typical response at the time would have been some variation of “I coach all my players the same,” his answer was, “I coach all my players differently.” He said each of his players were unique individuals and it made no sense to treat them all the same.

They had different personalities, different goals, different ways of learning, and different challenges to overcome. He made the statement that leading everyone the same guaranteed that some of his team wouldn’t feel led at all. His answers were very insightful.

30 years later, his answers remain spot on. Yet many people currently in leadership positions still try to lead every member of their teams in exactly the same fashion. They believe “leading everyone equally” means they all must be led the same. That causes many of the personnel issues that those same leaders claim to hate.

So let’s take a look at what leading differently might look like. We can’t get to the individual level in a post like this, so instead we’ll look at different generations. A word of caution here: nothing frustrates me more than hearing someone say, “well ALL baby boomers want this,” or “all millennials do that.”

In my view, that’s not only incredibly wrong, it’s also insulting. As we examine the values of each generational group, please understand we are talking in generalities. There will always be exceptions—the kind of exceptions that make us all unique in one way or another.

Leading different generations effectively requires a solid understanding and recognition of their unique values, communication styles, and work preferences. It also requires true collaboration and genuine respect. Here’s a breakdown of what leadership should look like for each generational group.

1. Baby Boomers (Born 1946-1964)

Values: Hard work, loyalty, hierarchy, and personal sacrifice.

Leadership Approach:

Recognize their experiences and contributions.

Provide clear expectations and structured processes.

Use face-to-face communication when possible.

Offer opportunities for mentorship roles.

2. Generation X (Born 1965-1980)

Values: Independence, efficiency, work-life balance, and adaptability.

Leadership Approach:

Give autonomy and avoid micromanagement.

Focus on results rather than rigid processes.

Use direct, efficient communication.

Provide opportunities for skill development and career growth.

3. Millennials (Born 1981-1996)

Values: Purpose-driven work, feedback, collaboration, and flexibility.

Leadership Approach:

Offer meaningful work and explain the “why” behind the tasks.

Provide frequent feedback and coaching.

Foster collaboration and a positive work culture.

Leverage technology for communication and efficiency.

4. Generation Z (Born 1997-2012)

Values: Innovation, inclusivity, authenticity, and digital fluency.

Leadership Approach:

Encourage creativity and embrace new ideas.

Provide opportunities for skill-building and continuous learning.

Use digital tools for communication and collaboration.

Support work-life balance and mental well-being.

Cross-Generational Leadership Tips

Emphasize Common Goals: Align everyone around shared objectives.

Leverage Strengths: Utilize each generation’s strengths in teamwork.

Be Flexible: Adapt leadership styles to different preferences.

Encourage Mentorship: Facilitate knowledge-sharing between older and younger employees.

Foster a Culture of Respect: Encourage open dialogue and mutual appreciation.

If you’re in a leadership position and you’re still trying to lead everyone on your team the same way, then I’d recommend you stop that today. Do not lead your people the way you want to lead them; lead them the way they need to be led. If you’re an Authentic Leader, those two ways already align.

If they don’t, then use these ideas to align your leadership style with your people; it will be good for you and absolutely fantastic for them.

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When to Terminate an Employee

Steve Keating 1 Comment

There was a well-known CEO of a major US company who had many accomplishments in business. He was sought after for his leadership advice and even wrote a few books on the subject of leadership.

I agreed with much of what he said, but not everything. He was a tough son of a gun who demanded the best from his people. On Christmas Eve, he called the President of one of his divisions. He was flying back to the United States from Europe and he wanted to meet at the airport later that evening.

During the 11:00 pm meeting on Christmas Eve, the CEO fired the guy. In the days that followed, the business media asked the CEO why he would fire someone at 11:00 pm on Christmas Eve. His answer stunned everyone. He said the reason he fired him at 11:00 pm was simply because he couldn’t fire him at 10:00 pm.

He added that when a leader decides someone can’t add value to the organization, that person should be fired as soon as possible.

He believed it was a mistake to wait. It wasn’t helping the organization, its stakeholders, or the employee to put off the inevitable. While I agree with the sentiment, I also think the day after Christmas or right after the New Year might have sufficed.

But I’ve also seen people in leadership positions drag their feet when it comes to letting someone go who definitely needs to go. That happens for a lot of reasons, many of which I’ve also struggled with, but the reality of leadership is that tough decisions come with the territory. If you can’t make that call, then your organization will likely struggle as well.

Deciding to terminate an employee is one of the more challenging responsibilities of leadership. Approach the process with care, fairness and consistency. This protects the organization and the employee’s rights. While every situation is unique, here are several factors and steps that can help determine when it might be time to consider termination.

1. Performance Issues

Consistent Underperformance:
If an employee consistently fails to meet clearly defined performance standards or goals, despite receiving feedback and support, this can be a sign that they may not be a good fit for the role.

Missed Deadlines and Poor Quality Work:
Repeated mistakes, missed deadlines, or a decline in the quality of work after multiple performance reviews can indicate that corrective actions haven’t been effective.

2. Behavioral or Conduct Problems

Violation of Company Policies:
Serious infractions such as breaches of safety protocols, ethical violations, harassment, or other forms of misconduct often warrant termination, especially if prior warnings or corrective actions have been given.

Negative Impact on Team Dynamics:
If an employee’s behavior is causing significant disruptions, reducing team morale, or leading to conflicts that hamper productivity, it might be time to reevaluate their position.

3. Lack of Improvement Despite Interventions

Ineffective Performance Improvement Plans (PIPs):
If the employee has been placed on a performance improvement plan and still fails to make the required progress within the specified time frame, it suggests that the interventions may not be effective.

Repeated Warnings:
When documented warnings and coaching sessions do not result in measurable improvement, termination may become necessary.

4. Impact on Company Goals and Culture

Misalignment with Company Values:
An employee who consistently acts in ways that contradict the company’s core values or undermines its culture can have a broader negative impact, even if their individual performance is acceptable.

Detrimental to Company Reputation:
Sometimes an employee’s actions (or behavior) can have a negative impact on client relationships or the company’s public image, which can justify termination.

5. Legal and Documentation Considerations

Documented Evidence:
Ensure that all performance issues, policy violations, and corrective measures are thoroughly documented. This not only supports the decision but also protects the organization in case of legal disputes.

Consistency and Fairness:
Make sure that the decision to terminate is applied consistently across the organization. Evaluate whether similar behaviors or performance issues in other employees have been addressed in the same manner.

Legal Consultation:
Consult with HR and legal to ensure that termination decisions comply with employment laws and company policies. This is critical to avoid potential wrongful termination lawsuits.

6. Final Considerations

Assess Alternative Solutions:
Before termination, consider whether reassignment, additional training, or a change in responsibilities might help the employee succeed.

Exit Strategy:
If termination is the final decision, prepare an exit strategy that includes a clear explanation to the employee, support for their transition (if appropriate), and a plan for communicating the change within the team to maintain morale.

Self-Reflection:
Reflect on whether the issues are solely the employee’s responsibility or if there are underlying organizational problems that need addressing (such as inadequate training, unclear expectations, or poor management practices).

There isn’t a one-size-fits-all checklist for terminating an employee, but by carefully considering these factors and following a structured, documented process, leaders can make more informed and fair decisions.

Termination should be considered a last resort after other remedial steps have been tried. If you’re unsure, talk with HR professionals and legal advisors. They can help make sure your decision fits the organization’s values and meets legal rules.

As difficult and gut-wrenching as it can be to let someone go, it’s often worse to allow them to stay. The time to let them go really is the moment you’ve decided they need to go. So don’t wait; you’re not helping anyone when you do.

Note: This information is intended for general guidance and should not be taken as legal advice. Always consult relevant professionals when dealing with employment issues.

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