How To Make Your Role More Strategic

A tactical job isn’t a dead end. It’s a stepping stone if you know how to use it. Even if your role isn’t technically strategic right now, you can make it one.

Every executive you admire started in a tactical role. None of them began their career setting corporate strategy. They grew into it by showing up differently: by learning how to frame their work, share insights, and position themselves as partners to the business.

The mistake most high achievers make? They already have strategic insights. They see the risks, opportunities, and patterns. But they wait for permission. They hold back until someone asks. And in doing so, they stay invisible.

If you want to be seen as VP-ready, you can’t afford to wait. You have to use everyday interactions like updates, meetings, and cross-team projects to demonstrate that you think and operate strategically.

This is what today’s newsletter is all about. How to grow your strategic muscle and position yourself as a leader, not just a doer.

How to Shift From Tactical to Strategic

Fun fact, no one is handed a strategic seat at the table from day one. Don’t let anyone dazzle you with fancy jargon or pretty slides. Strategic thinking comes from experience, insights, and judgment. And those require you to think differently.

So how do you make that leap? It comes down to three shifts in thinking:

1. From Execution to Outcomes

Most people focus on what needs to get done: finish the report, launch the campaign, close the tickets. But executives focus on why it matters.

• Tactical question: “How do I get this done?”

• Strategic question: “What outcome does this drive for the business?”

👉 Practice asking yourself the right questions, then ask them in the room.

2. From Tasks to Trade-Offs

Executors deliver. Executives decide. They weigh priorities, risks, and resources — and they communicate those trade-offs.

• Tactical question: “What do I need to get done?”

• Strategic question: “How does this decision affect timing, cost, or scope?”

👉 Practice this by identifying and flagging risks with options for solutions. “If we keep scope as-is, launch will be delayed by two weeks. If we reduce features, we can still hit Q4. Which outcome matters more?”

3. From My Lane to the Bigger Picture

Executors think within their function. Executives think across the business. They notice patterns, connect dots, and speak the language of impact.

• Tactical question: “What’s happening in my project?”

• Strategic question: “What does this mean for the company, the customer, or the market?”

👉 Practice this by asking yourself this question and thinking like a CEO, not an employee, so you can see the bigger picture.

Here’s the key: Strategy isn’t about having all the answers. It’s about changing the questions you ask and the way you communicate. That’s what shifts how people perceive you.

But I know it’s easier said than done, so let’s make this extra practical (you know I’m allergic to fluff).

15 Practical Ways to Make Your Role More Strategic

You can’t show up one day and say, “I don’t want to be in the weeds anymore” and expect to immediately be given strategic responsibilities (I wish it worked that way). Making your role and your value more strategic is a process that starts with you proving you can think like a leader. And the more you do it, the easier it will become to offload tactical work, to secure more headcount, and step into a more senior role.

Here’s how you can get started:

How You Think (Strategic Mindset in Action)

1. Ask “why” before you start.

Don’t accept tasks at face value. When your manager asks you to deliver X, respond with: “Got it — and can you share how this ties to our bigger priorities?” That context allows you to frame updates strategically later or delegate work that isn’t critical.

2. Turn updates into executive-level briefs.

Instead of: “The project is 60% done,” try:

• Progress: “We’re on track to launch next week.”

• Risk: “There’s a resource gap that could delay testing.”

• Recommendation: “I propose we shift timeline A to stay aligned with Q4 goals.”

3. Bring one new insight to every meeting.

Start preparing for meetings instead of trying to wing it. Connect the dots before you get in the room and share a pattern you’ve spotted, an opportunity, a problem, or a risk: “Across three teams, adoption stalls at the same point. Here’s what that might mean.”

4. Flag risks early and offer options.

Executives hate surprises. The minute you know something is wrong or risky, send a note and offer solutions: “If X slips, Y is at risk. Two options: add resources or adjust scope.” You’re not just flagging — you’re problem-solving.

5. Translate tasks into outcomes.

Finished a deck? Don’t just say “Slides are ready.” Say: “The deck is ready — it will help our VP make the case for funding in the board meeting.” Always connect to business impact. BONUS: And document them.

How You Show Up (Visibility in Action)

1. Ask to join planning sessions.

Don’t wait for an invite. Ask to join strategic meetings even as a spectator. Say: “I’d love to share frontline insights as you shape the annual roadmap.” Even listening to signals you’re thinking at the next level.

2. Use the language of impact, upside, and risk.

Replace task talk with business framing:

• Impact: “This will reduce churn by 3%.”

• Upside: “Faster onboarding means quicker revenue recognition.”

• Risk: “Delayed testing could push launch past quarter-end.”

3. Volunteer to present at an all-hands.

Don’t wait for an opportunity - ask for it. You can co-present with a team member or even your boss. You can represent you’re team’s efforts, or present your part in a cross-functional project. Either way, get a spot, and share the problem, solution, and impact. “Our team’s work saved 200 hours this quarter, freeing sales to focus on closing deals.”

4. Submit one process improvement proposal.

Think of the last time you complained that something isn’t working well, thinking you could do it better or have a better process. Now go do that. Pick a recurring pain point, write a one-page suggestion, and tie it to a business goal. Share your proposal and ask for the support or resources to execute. Example: “If we automate reporting, we’ll free 5 hours per manager per week, accelerating decision-making.”

5. Start sharing executive briefs with your manager.

Before the next leadership sync, hand your manager a 3-bullet overview (status, risks, recommendation). They’ll start seeing you as a thought partner, not just a task owner.

How You Lead (Influence in Action)

1. Ask stakeholders what success looks like.

In your next kickoff, ask: “What does success look like from your perspective?” Then tailor updates to show how you’re delivering that version of success. By the way, you don’t have to wait for quarterly planning or kick off. You can initiate a “listening tour” anytime to align on priorities and needs.

2. Work in public, not in silos.

Don’t wait for the project to end to send updates. Share drafts and early thinking with stakeholders as a way to align and get buy-in: “Here’s the first version — what would make this most valuable for you?” Now they’re invested in your success.

3. Automate or delegate one recurring task.

Free yourself from the busywork trap. Use the time to attend higher-level conversations, strategy reviews, roadmap discussions, or skip-level 1:1s. You may think delegating is punishment, but it’s a gift. You are empowering your direct reports to do work you were doing just 5 minutes ago. They now get to do next-level work.

4. Shape the meeting agenda.

Don’t just show up and hope for the best. Bring up the topics you want to discuss. Propose an addition: “Can we spend 10 minutes on how this initiative affects next quarter’s revenue priorities?” That one question elevates you from executor to strategist.

5. Circulate a trend brief once a month.

Pull three insights (customer, market, or competitor) and share with your team: “Here’s what I’m seeing and what it could mean for us.” That’s how you build thought leadership.

Your Next Steps

Strategy isn’t something you wait for. It’s something you practice.

Every executive you know started tactically, but they made the leap by showing up differently. They didn’t wait for permission. They turned everyday interactions into proof points of their strategic value.

You can too.

Pick one of the 15 and try it this week. Don’t overthink it - just start.

And if you’re ready to shift from tactical to executive-ready — so you’re the obvious choice when the next promotion conversation happens — let’s talk.

I believe in you, and I’m rooting for you

Maya❤️