This video argues that hard work alone is not the path to promotion; in fact, being seen solely as a "hard worker" often leads to burnout and stagnation. To advance from an operator to a decision-maker, professionals must adopt strategic thinking. The speaker presents three specific frameworks designed to help you prioritize high-impact work, validate ideas like an executive, and communicate at a leadership level.
1. The Three Strategic Tests
Executives do not reward ideas; they reward results. Many initiatives fail not because of poor execution, but because the foundational assumptions were wrong. To ensure your ideas are strategic rather than just "clever," apply these three pressure tests:
- The Outcome Test: Does this initiative actually change something leadership cares about? If not, it is merely a "nice to have."
- The Adoption Test: Will the intended users actually engage with it? An idea that works on paper but fails in human application is worthless.
- The Exposure Test: What is the downside risk? You must identify what could go wrong before presenting the upside.
2. The Return on Effort Filter
High performers often stall because they confuse activity with progress. To avoid becoming a bottleneck, you must ruthlessly eliminate work that does not move the needle. Evaluate every task against three dimensions:
- Impact: Does this meaningfully move the business forward?
- Visibility: Will a key decision-maker notice and understand the value of this work?
- Strategic Alignment: Does this connect to the current priorities of senior leadership?
The Rule: If a task scores low on two or more of these dimensions, you must Delay, Delegate, or Delete it. Strategic leaders defend their impact, not their calendars.
3. The Three Elevations of Thinking
A common pitfall is communicating at an operational level when speaking to executives who operate at a strategic level. To stand out, you must elevate your thinking hierarchy:
- Level 1: Operational (The How): Practical implementation and delivery.
- Level 2: Analytical (The Why): Drivers of the situation and leverage points.
- Level 3: Strategic (The Should): Asking "Should we be doing this?" and "Does this change the business?"
Takeaway: When communicating with leadership, always start at the Strategic level. Only drop down to the analytical or operational levels if specifically asked.
Mentoring question
Review your top three priorities for this week: if you applied the ‘Return on Effort Filter’ to them, which one scores lowest on Visibility and Strategic Alignment, and how could you delegate or delete it?
Source: https://youtube.com/watch?v=L-t3L15kcBw&is=oEN1AXdAEoCOThzG