Balancing Strategic Direction while Leading Operational and Tactical Teams

One of the biggest challenges for middle management is balancing strategic direction with managing operational and tactical tasks.

We’ve said before that leading from the middle leaves many managers feeling muddled because they have to manage up, manage down and manage themselves.

But that’s not all: Our coaching clients in this middle management realm regularly share their struggles to find ways to balance their plans for the future and execute current operational plans.

No wonder many folks feel pulled in different directions.

Middle Managers Juggle Three Different Spheres  

Essentially, there are three different areas that leaders in the middle need to understand, communicate (up and down as we discussed earlier) and manage.

1. Strategic Planning, which involves setting long-term goals as well as the vision and mission of the organization. Think of strategic direction like a trip itinerary — where do we want to be and when do we want to be there? It doesn’t give you the roadmap; it doesn’t even articulate HOW you’re going to get to your destination, but it’s clear where you’ll be if you’re successful.
   
   Pro tip: There are different tools that help leaders analyze the business environment. Many of our clients use a simple four-quadrant SWOT Analysis to consider strengths, weaknesses, opportunities and threats. Another commonly used tool is a PESTLE Analysis, which examines political, economic, social, technological, legal and environmental factors.
   
   
2. Tactical Execution, which involves taking the strategic plan and creating actionable steps. This is where short-term goals are used to achieve the high-level strategic direction. Continuing our analogy, think of it as planning the route. Are we going to fly, or drive? What considerations go into that decision? Cost? Timing? Risks? The tactical execution involves more detailed planning about what tasks need to be completed, when and by whom. To be effective, leaders have to be ready to adapt and change if there are new challenges (or opportunities).
   
   Pro tip: The best tactical plans include SMART Goals.
   
   
3. Operational Management, which focuses on the day-to-day operations and using resources well. Mastering daily tasks improves productivity and achieves big goals. In our analogy, operational management means implementing the tactical plan and managing the process or adapting when needed. If you’re driving to your destination and you get a flat tire, how do we manage the unexpected to stay on schedule? If we’re flying to our destination and the airline cancels a flight, how do we make new plans and communicate the problem to those waiting for us at our destination?
   
   Pro tip: Sometimes, the day-to-day operations can feel overwhelming when there are multiple priorities. Find clarity and stay on track by using the Eisenhower Matrix.
   
   

The Strategic Direction Balancing Act

When you read the definitions of strategic planning, tactical execution and operational management, it’s easy to see how each part supports the others.

However, bringing the theoretical into reality is not easy. Problems arise when:

• the day-to-day operations and tactical execution don’t align with the high-level strategic direction.
• being too focused on strategic planning makes it hard to adapt to change quickly.
• operational execution becomes the main focus because that puts more value on immediate results than on being sustainable over the long term.
• the main focus is on operational management because the vision and mission are neglected.
• over-analyzing interferes with timely decision-making.
• unexpected misalignments waste time and resources.
• inefficiencies lead to missed opportunities and increased costs.
• teams work in silos, which hinders efficiency, collaboration and the ability to respond quickly to changes in the market.
• team members don’t understand the reasons for strategic direction and aren’t motivated (folks feel purpose when work is aligned with an organization’s purpose).
• middle managers don’t have the tools or authority to make decisions that align the tactical and operational actions with the strategic direction.
  

Strategies to Find Your Footing

Effective middle managers are able to align strategic direction, tactical execution and operational management so that their team members are engaged and the organization is competitive and agile.

Here are some strategies to help integrate and balance these three elements when you’re in the middle of all of it:

• Start with some self-reflection. Do your values and your team’s values align with the organization’s values and vision? When they do, it’s much easier to feel motivated and inspired, which will help as you communicate with your team members.
  
  
• Communicate the values and vision. It’s not only the job of the CEO to communicate the vision eloquently! When leaders at all levels own and share the company values and vision and understand how they line up with work, folks see the greater good and their part in it. This also helps to build a strong organizational culture.
  
  
• Encourage open communication. Effective leaders and managers seek honest feedback and ask for ideas because a willingness to explore ideas strengthens the vision and provides important information to review and adjust strategies as necessary. Check to see how well team members understand the strategic direction and how their short-term goals and daily tasks fit into it. Is there any feedback from your team members that you can take to the strategic planners?
  
  
• Build a strong team and delegate. Hiring competent, talented and creative people is good, but helping them build strong relationships is even better. When your team can take care of the day-to-day operations, you can deal with the higher-level concerns and set aside dedicated time to reflect on the big picture. How can you bridge any gaps between the strategic direction and planning, tactical execution and operational tasks?
  
  
• Use project management software. There are many tools available that help leaders keep track of tactical tasks, align them with strategic goals — and break them down into daily tasks. Platforms like Asana, Trello and ClickUp also let you assign team members to different projects or tasks and set deadlines. This kind of software can also help you adapt your tactics or change priorities and deadlines based on feedback or changes in the market. Organizations that are future ready have mastered this kind of agility and efficiency.
  
  
• Make time for leadership development — for yourself and your team members. Investing in a coaching culture helps organizations boost productivity and achieve their goals.  
   

When leading from the middle, these strategies drive success by integrating the strategic direction with tactical execution and operational management.

Coach’s Questions:

How is the balance between your organization’s strategic planning, tactical execution and operations management? Are daily tasks clearly leading toward the strategic direction? Are tactical actions aligned with the values and vision? Do tactical plans give front-line staff a clear understanding of the organization’s direction and schedule? Do team members understand their role in higher-level goals? How do you know?