The Dopamine of Checklists; Making Time for Strategic Thinking

In today’s fast-paced work environment, it's easy to get caught up in the rush to complete tasks. We often find ourselves so focused on execution that we hardly stop to think strategically. We tick off items on our to-do lists, feel productive, and wonder why we and our teams aren’t more strategic. The truth is, the constant drive to get things done can blind us to the bigger picture. This narrow focus on execution might be killing our ability to think strategically, leaving us stuck in a cycle of doing without truly progressing. And this GSD (Get Stuff Done) Mentality is costing us.

Here’s the problem with the GSD mentality. While leaders love to see tasks completed and recognize those who get things done, they often overlook the value of big ideas. Leaders tend to celebrate those who efficiently check off their to-do lists, but rarely do they highlight the individuals who ask questions that steer the conversation in a new direction.

And personally, it can feel great to tick off tasks.  Tasks make it easy to fool ourselves into thinking we’re being productive. But we should ask ourselves: Did that task actually move us closer to our goals?

The reality is, that for many of us, finding time to think strategically is more about making a choice than dealing with circumstances. We often feel a sense of accomplishment from quickly solving problems or finding immediate answers, which can seem like we’re making a difference. However, “Confusing activity with productivity is a major saboteur of business success. Just because you’re sweating doesn’t mean it’s working.” (The Road Less Stupid, Advice from the Chairman of the Board, by Keith J. Cunningham)

I once had a coach tell me, “No matter what they say, people almost always wind up doing exactly what they really want to.” Her point was, that at some deep level, we might actually prefer the immediate gratification of completing those quick tasks over the delayed impact that longer range results that systematic, future-thinking delivers. It’s satisfying to get things done. It can make us feel important and productive, and we can convince ourselves that the more tick marks we make, the bigger the contribution and the more impact we are having.

But are we really moving the needle?

Do we Actually Not Have Time to Think?  Or do We Just Not Make it.

A study from the Rotman School of Business, led by Roger Martin and discussed in Rich Horwath’s The Strategic Thinking Manifesto, reveals that 96% of leaders today find it tough to make time for strategic thinking. About 44% say that dealing with immediate issues takes away from the time they could spend on long-term planning.

This raises an important question: if leaders aren’t focusing on strategy, what are they actually doing to earn their roles, and who’s left to handle the strategic side of things?

Deep down, I think leaders really want to do more than just check tasks off a list. We’re driven to tackle bigger challenges, think on a grander scale, and make a meaningful impact beyond just the daily grind. Even if we’re not directly involved in strategic planning, we still have a strong desire to work on goals that are bigger, bolder, and more inspiring than the tasks that fill our days.

But how do we break that cycle and shift the amount of time we spend thinking?

Give yourself permission to think

When I ask leaders why they don’t make more time for thinking, their answers sound to me as if they see thinking as a luxury rather than a necessity. Leaders seem to believe that in order to be truly productive, one has to be busy and overwhelmed with meetings, documents, and a maxed out calendar.  Modern business seems to reinforce the myth that once all the other stuff is done, THEN I’ll have permission to make time for thinking.

But THINKING IS THE WORK OF LEADERSHIP.   And it’s not just something extra to fit in after the work is done. Treating thinking as an essential part of your job rather than a guilty pleasure will dramatically improve your decision-making, your performance and your impact.

Most of us manage our own calendar.  So, block off 30 minutes.  Find a quiet spot where you won’t be disturbed, turn off your phone, and let yourself be still and thoughtful. You might also find that inspiration strikes during a walk—listening to a business podcast or book can spark new ideas. Personally, I get my best ideas while taking long walks outside, and I make sure to jot down any insights or questions on my phone and email myself so I can review them later.

I’ll bet you can find 30 uninterrupted minutes a WEEK that you can use to think.  Making time to think – or not- is a CHOICE.

Integrate Strategic Thinking into What You Already Do

You don’t have to dive into extensive strategic planning to think more strategically. Instead, you can start by taking a fresh look at the work you're already doing. Set aside some time to ask yourself a few simple questions about your current projects or challenges:

·       What aspect of this project—such as its barriers or its stakeholders—would I potentially change if I knew there was a better way to do it?

·       Where could more information, proof, evidence, or opinions create a fundamental shift in how I’m approaching this project?

·       What are some barriers or constraints related to this project, and how do I know these aren’t based on assumptions I haven’t actually validated?

·       If I could imagine this project being a wild success or having a greater impact, what would need to be true?

By asking yourself these key questions, you can integrate strategic thinking into your existing work, leading to more impactful and effective outcome

Develop External Curiosity

Strategic thinking considers the external environment and the threats and opportunities it presents.  Developing greater curiosity about what’s happening outside your company can really boost your growth.

Start by joining a professional group to get learn about the latest trends in your field or what your peers and industry leaders are focusing on. Follow three key thought leaders on LinkedIn and pick up a new book about your industry or role, taking some time to think through the ideas you read.

Participate in conferences and industry events, and when you attend, identify three trends that have the potential to affect your job in the future.  Bring those ideas back and chat with your team about how these changes could impact your work.

This outside-in approach keeps you current and ready to adapt to critical external changes By staying curious and engaged with the external landscape you gain valuable insights and are better prepared for changes that can impact you or your organization.

Better Thinking Leads to Better Outcomes

In the end, while checking off tasks can feel rewarding, real progress often comes from taking the time to think strategically rather than just staying busy. Leaders need to make room for deep thinking and must integrate more THINKING into their work.

By making strategic thinking a regular part of your job, keeping up with outside trends, and asking thoughtful questions, you can go beyond just ticking off tasks to make a real difference. Not only will you do more effective work, and impact your organization’s success, you will dramatically increase your sense of satisfaction and purpose in the work you do.