Strategic thinking is one of the defining responsibilities of leadership. While teams focus on executing tasks and delivering results, leaders must constantly look ahead, searching for opportunities, risks, and alternative paths that may shape the future of the organisation.

An interesting idea on this topic comes from the letters John D. Rockefeller wrote to his son. In one of those reflections, he shared a powerful principle that remains incredibly relevant for modern leaders.

The Power of Strategic Options

Strong leaders rarely rely on only one path forward. Instead, they create multiple possibilities that allow them to adapt when circumstances change.

This does not mean pursuing dozens of ideas at once. In fact, too many options can create confusion and distract a team from making meaningful progress.

A useful rule is to maintain between two and five strategic options. Having only one idea is risky because if that path fails, the organisation may find itself stuck. At the same time, trying to pursue too many initiatives at once can dilute focus and resources.

The sweet spot often lies around three options. This provides enough flexibility for the leader to pivot when needed while still maintaining clarity and direction.

The Escape Room Mindset

A helpful way to understand strategic thinking is to imagine being inside an escape room.

When you enter the room, the goal is clear. You need to find a way out. But if you focus only on one clue or one potential path, you could easily reach a dead end and waste valuable time.

Successful teams in escape rooms constantly explore multiple possibilities. They test different clues, connect ideas, and remain open to alternative solutions until the right path becomes clear.

Leadership works in much the same way. The leader’s role is not to assume there is only one correct answer. Instead, it is to explore several possible routes until the best one emerges.

The Difference Between an Angler and a Fisherman

Another powerful metaphor for strategic leadership is the difference between an angler and a fisherman.

An angler stands on the shore with a single fishing rod and a bucket of bait, hoping to catch one fish. The approach is simple and focused, but it relies heavily on patience and luck.

A fisherman, on the other hand, operates very differently. He has a boat, a net, and multiple tools designed to catch many fish at once. His approach is structured, scalable, and designed for repeatability.

In business, many leaders unintentionally adopt the angler mindset. They focus all their energy on catching one big opportunity. If it works, the result can be exciting, but the model is difficult to repeat.

Strategic leaders think more like fishermen. They design systems, processes, and tools that allow them to capture multiple opportunities rather than relying on a single big win.

Testing Ideas Before Going All In

A concept that supports this idea comes from Jim Collins, the author of Good to Great. He described a leadership principle known as “fire bullets, then cannonballs.”

The idea is simple. Before committing massive resources to a single strategy, leaders should test smaller ideas first. These smaller experiments act like bullets. They allow leaders to gather information, test assumptions, and learn what works.

Once something proves effective, the organisation can then fire the cannonball and invest heavily in scaling that strategy.

This approach reduces risk while still allowing leaders to move decisively when the right opportunity appears.

Finding Hidden Value in Your Business

Sometimes the answer lies in unexpected places. Consider a simple logistics example. If a truck delivers a full container of goods to another city but returns empty, the company loses a potential opportunity. However, if the truck returns with even a half load of goods, it generates additional revenue that would otherwise be lost.

The same principle applies across many businesses. Often there are assets, skills, or processes that could create additional value without requiring significant new investment.

The leader’s role is to identify those hidden opportunities and unlock them.

The Leader’s Strategic Responsibility

Strategic thinking is not something that leaders do only during times of crisis or change. It is a constant responsibility.

Leaders must continually ask themselves questions such as:

What opportunities exist that we have not yet explored?
What alternatives do we have if this strategy fails?
What value in our business is currently underutilised?

Teams may focus on tactical execution, but leaders must remain responsible for maintaining the bigger strategic picture.

Because ultimately, the role of leadership is not just to manage the present. It is to create the options that allow the organisation to succeed in the future.