‘Be more strategic’: Busting through vague work feedback

If you’ve spent enough time in the workforce, chances are you’ve heard this remark from a boss at some point in your career: “Be more strategic.”

This is a common piece of feedback my coaching clients hear — and one of the most frustrating. What does it actually mean? It’s one of those vague statements that sounds important but leaves you guessing: “Am I supposed to read the CEO’s mind? Write a 10-year plan? Stop focusing on a single detail?”

Even if you’re all for feedback, half the time, no one explains what “strategic” looks like in practice. So let’s break it down.

1. They want you to think bigger picture

Usually, this feedback means you’re strong at execution, but you’re too deep in the details of the here-and-now. Managers love someone who can deliver, but they want to see that you can connect your work to broader goals. They also appreciate you anticipating what’s ahead, not just reacting to what’s in front of you.

Instead of stopping at, “I finished the report,” try framing like this: “With the report finished, it gives us clarity on X, which helps us make a decision on Y.”

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That small shift shows you’re doing more than marking something complete. You understand the bigger constellation that the work fits into. And that positions you less like someone who needs to be told what to do, and more like someone who keeps their eye on where the business is going.

Think of it as moving from “sideline reporter” to “translator.” Anyone can report the facts with, “Here’s the update.” A translator says, “Here’s how this update connects to the trends we’re seeing and where it positions us next.” Leaders notice when you make that connection. It shows you’re thinking about the business as a whole, not just your to do list.

2. They want you to think outside-in, not just inside-out

Strategic people don’t only focus on what’s happening inside their team or company. They’re scanning the horizon like a thought leader would — looking at external trends, competitors and industry shifts.

If you’re thinking inside-out, you might say: “We should launch this feature because our customers requested it.”

But an outside-in approach sounds more like: “Not only are customers asking for this feature, competitors are moving in this direction, and market trends suggest this is where demand is going. I think it could help us stay ahead.”

See the difference? One is reactive. The other shows foresight.

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Being strategic means looking beyond your bubble (which most likely isn’t stated in your job description). Understanding how outside trends, forces — even shifting regulations — could shape what’s next is an immediate way to stand out.

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Here’s the thing — I’m not asking you to become an industry analyst overnight. But you can show curiosity, explore a little beyond your role, and ask questions like:

• “How does this compare to what other companies are doing?”
• “What external shifts might influence whether this succeeds?”

That outside-in lens signals to your boss that you’re going beyond solving today’s problems. You’re anticipating tomorrow’s challenges.

3. They want you to prioritize like a leader

A secret element of strategy? Discernment. Knowing what to pursue and what to let go. When you show that skill, it’s clear you’re more than “just part of the work,” you’re steering the work.

I put it like this: if everything feels equally urgent, you come across as reactive. But if you can triage work and make trade-offs, you look like a decision-maker.

Try saying: “I see three priorities here, but I recommend focusing on this first because …”

You’ve probably seen this strategy before; it shows ownership and leadership. Leaders don’t win points for doing every task themselves. They win points for focusing energy on the right plays.

Your strategic next moves

When you practice those three shifts, you start to change how others see you. You’re no longer just the reliable “doer.” You’re the person who can step into bigger conversations, influence decisions, and guide the work forward.

So the next time someone tells you to “be more strategic,” don’t panic or feel like you need to play guessing games. You’ll know exactly where to start. And you’ll be able to show your manager, in real time, that you can think and act at a higher level.