Some people thrive on competition in every aspect of life. I consider myself selectively competitive. I love building winning teams, but sometimes, I just love to win. I remember a time when my former colleague, Mikko Hällfors, and I impulsively convinced a stranger to drive us—and six others—in his van through the streets of Tallinn. It was the only way to stay in the race. I don’t remember if we won, but I do remember the rush of sprinting to that van and negotiating the ride.
In business, competition plays out in departments, teams, and individuals chasing performance metrics, quarterly targets, and excellence in their areas. But organizations also need people who step back and focus on the bigger picture—the overall success and health of the company. And it’s not just the CEO’s job. Unfortunately, those who prioritize long-term strategy over short-term wins are often overlooked or undervalued. Sound familiar?
The Challenge of Thinking Beyond Silos
Most companies are structured around individual teams or business units, each with its own key performance indicators (KPIs). Leaders are incentivized to push their teams forward—sometimes at the expense of others. This creates a competitive environment where success is often measured in relative terms (who’s outperforming whom) rather than absolute terms (how well the entire organization is doing).
People who advocate for collaboration and long-term efficiency often struggle to gain traction. Their ideas may be dismissed as impractical or too slow-moving. Worse, they might be seen as lacking ambition because they don’t seek personal or team-based victories but rather collective success. In hyper-competitive cultures, even suggesting a bold but long-term beneficial move can be risky—seen as hesitation rather than strategic thinking. In extreme cases, doing what’s best for the company could even damage a career if it’s perceived as a weakness instead of leadership.
The Consequences of Overlooking Big-Picture Thinkers
We know the dangers of prioritizing short-term wins:
- It stifles long-term growth and innovation.
- It leads to inefficiencies and wasted resources.
- It can drive talented, entrepreneurial employees away when they feel undervalued.
But what we don’t talk about enough is the cultural stagnation it creates. When immediate results take priority, companies risk losing their ability to evolve and innovate. Talent development suffers, leaving organizations without a strong leadership pipeline. Long-term customer relationships may also take a hit, damaging brand loyalty. In the long run, a short-term mindset can weaken an organization’s resilience and sustainability.
How Leaders Can Recognize and Support Big-Picture Thinkers
Supporting strategic, big-picture thinkers requires more than just cross-team collaboration and incentives. Here are a few ways leaders can help:
- Create “out-of-the-box” roles
Give these individuals opportunities to lead projects beyond their usual domain. This allows them to apply their strategic thinking in new ways and see how different parts of the business connect. - Celebrate learning from failure
Big-picture thinkers often take risks, knowing innovation requires trial and error. Recognizing the value of these learning experiences fosters a culture of strategic risk-taking and persistence.
These approaches go beyond traditional methods, offering personalized, creative ways to empower strategic thinkers. By encouraging long-term vision and innovation, companies build a leadership culture that values sustained growth over quick wins.
The Human Factor: Actions Speak Louder Than Words
A clear company vision should, in theory, align everyone toward a common goal. But people are excellent at justifying their actions, even when they conflict with that vision. When faced with immediate pressures, it’s easy to prioritize personal or departmental success over the company’s overall well-being.
A company’s vision must be more than words—it needs to be embedded in daily decision-making, incentivized at every level, and reinforced through leadership actions. Otherwise, alignment will always be more fragile than it seems.
What Do Your Decisions Really Reflect?
Would you chase quick wins, knowing they might cost the company long-term success?
Or would you commit to a bigger vision, building something lasting through strategic decisions and consistent improvement?
Would you do what’s right for the company—even if it meant sacrificing personal victories?
At the end of the day, did you make the right decision for you—or for the company?
