Strategic Conversations Have the potential to influence the future direction of an organization

Conversations happen all the time—in corridors, cafés, meetings, and inboxes. But many that could shape the future are overlooked. Recognizing when a conversation becomes strategic allows us to pause, reflect, and take the next step that gives it lasting impact.

You will find many definitions of strategic conversations on the web, but here is the one that I think is the most potent.

A strategic conversation has the potential to influence the future direction of an individual, an organization, a community, a society, or the world.

Credit: David Gurteen

A strategic conversation is not:

• a regular meeting
• a brainstorming meeting
• a conversation that addresses short-term operational issues

Spontaneous Conversations

A strategic conversation can be a spontaneous, casual corridor chat or over coffee. A corridor chat can quickly turn strategic without anyone consciously recognizing the fact.

It is far too easy to let good ideas that surface in a casual conversation lapse into oblivion.

The trick with such conversations is not to let them pass but to recognize the potential in what has been discussed and follow up on the discussion.

This could be a broader conversation with more people, a conversation with your manager, or writing a short email, report, or proposal.

Or you and your conversational partner could schedule another slightly more formal conversation to discuss things in more depth and decide on appropriate action.

The key is to follow up in some way.

Intentional Conversations

A strategic conversation can be designed intentionally and convened to address a significant, vital issue or challenge faced by a team, department, or organization.

A conversation architect often designs a strategic conversation.

The conversation can be convened as part of a sense-making activity, strategy formulation, or execution.

Intentional conversations around strategy can be a one-off, or they can be ongoing.

Further Reading and Viewing

The book Strategic Conversations by J.-C. Spender and Bruce A. Strong is an excellent guide to strategic conversations.

J.-C. and Bruce talk a little about the book in the video below. One point I would like to make is that strategic conversations need not be confined to structured discussions between employees and senior managers. They can be between anyone.

We need to notice the conversations that leave a mark. When something stands out, we shouldn’t let it fade. We can write it down, share it, or revisit it together. By taking small steps, we give ideas a chance to grow. Often, change begins with what we choose to continue.

Things Todo

• Think. What is the strategic conversation you should be having right now? What is the issue, and who needs to be involved in the discussion?

Resources

• Article: How to Host Strategic Conversations That Inspire Creativity, Innovation, and Engagement
• Article: The Strategic Importance of Conversations