Every Executive Leader Should Have a Strategic Thought Partner and Advisor

Abstract

Leaders seek to innovate, take calculated risks, and ensure effective collaboration as they face formidable organizational challenges, including talent stewardship, succession planning, strategic prioritization, and global thinking. While these are often attributed to the job requirements of an executive leader, such as a dean of pharmacy, a strategic thought partner (STP) can help the executive dedicate focused time to transformative endeavors. Often characterized as the “second in command” or the “eyes and ears” of the executive leader, an STP can support the executive in cultivating team dynamics, amplifying productivity, promoting succession planning, and enhancing organizational effectiveness. STPs are attuned to their executive in ways that advance the goals of the organization while maintaining awareness of their role in supporting the final decision-maker. The role of the STP has been actively integrated into political arenas, business operations, and organizations across industries, sometimes known as a chief of staff or chief strategy officer. STPs often integrate industry acumen, leadership styles, relational approaches to engaging colleagues, coaching, and a consultant mindset in service of the leader’s vision and the organization’s superordinate goals and mission. Further, STPs can disagree respectfully with supervisors in private meetings or in agreed-upon structures, helping to reframe their supervisor’s thinking to arrive at new options and access greater creativity. Herein, we discuss the benefits of an STP, the 5 core attributes essential for effective STPs, and considerations when cultivating and formalizing such roles.