June 12, 2025

What if the strategy you’re chasing is already something you use every day?

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Welcome to Level Up Weekly, where I leverage 19 years in Stanford tech to help emerging leaders like you manage up, think strategically, organize, and execute—so you’re seen and heard.

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If you’ve ever said “I’m not strategic,” this one’s for you—because chances are, you’re using strategy every day without even realizing it.

Today at a glance:

​🔹 Why “I’m not strategic” is a myth — and how you’re already proving it wrong
🔹 A surprising example of everyday strategy hiding in plain sight
🔹 How to recognize, name, and lead with the strategic thinking you already do

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Ever hear yourself say…

“I’m not strategic.”
“I’m just a doer.”
“I get things done, but I don’t think big picture.”

I hear this all the time—from smart, capable professionals who make high-stakes decisions every single day.

Here’s the truth: You are strategic. You just haven’t been taught to see it that way.

Booking a flight is a masterclass in decision-making

Think about the last time you booked a flight.

Did you pick the first one you saw? Of course not.

You ran through your internal checklist:

• No middle seat — I’m not sitting in the middle. I’m just not.
• Must land before 5pm — I refuse to spend 3 hours crawling through traffic.
• Under $600 — I’d like to still afford dinner when I land.
• Not that airport you hate — You know the one.
• No connections — I cannot deal with sprinting through Terminal C with regrets.

You didn’t just pick a flight—you prioritized. You made tradeoffs. Evaluated risk.
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That's strategy. That’s a framework.

Strategy isn’t some mysterious executive function. It's a lens - one you already use. ​
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Strategy often gets framed as this abstract, unapproachable thing—something only big-title executives with decades of experience are allowed to do.

But that’s not true.

Let’s say you’re deciding between two software tools at work. The same framework applies:

• Company viability — Will they still be around in two years?
• Cost — Can we afford it?
• Technical compatibility — Will it work with what we already have?
• Functionality — Will it actually solve our problems?
• Support — What happens when something breaks?

You do the same thing: Prioritize. Make tradeoffs. Evaluate risks. Plan for what could go wrong.

It’s not about whether you “are strategic”—it’s about recognizing how you already think strategically.

You don’t need to become someone new. You need to name the muscle you’ve already built.

If you’ve ever:

• Sorted what matters from what doesn’t
• Made decisions with incomplete information
• Thought through risks and tradeoffs
• Steered around politics and friction to make something happen

You’ve practiced strategy.

When you name it, you can claim it. And once you claim it, you can lead with it.

That’s where your impact grows.

Today’s takeaway:
​You don’t have to wait for a title change to be seen as strategic. Start by owning the way you already think. Strategy isn’t a job description. It’s a mindset—and you’re already using it.

Your move:
​Think back to the last “everyday” decision you made—at work or at home. How did you prioritize? What tradeoffs did you make? That’s strategy in motion.
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If this hit home…

Tell me about the last everyday decision where you used this kind of thinking. Or forward this to someone who always says “I’m not strategic”—they might be more strategic than they think.

👉 And if you want to explore how to lead more strategically, I’d love to help. [janet@janet.kim.]

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