Harnessing The Power of Failure and Think!

A strategy is rooted in the type of thinking that avoids self-pity and shame. At its core, strategy is the ability to think forward, to make decisions based on clear judgment, and to navigate around obstacles while keeping focused on the ultimate goal.

I’d like to introduce a clip from one of my favorite movies, The Edge, starring Anthony Hopkins and Alec Baldwin. This particular scene captures the essence of what strategic thinking truly is.

In this powerful moment from the film, Charles Morse (played by Anthony Hopkins) shares an insight about survival in the wilderness:

Charles Morse: “You know, I once read an interesting book which said that most people lost in the wilds, they die of shame.”

Stephen: “What?”

Charles Morse: “Yeah, see, they die of shame. ‘What did I do wrong? How could I have gotten myself into this?’ And so they sit there and they… die. Because they didn’t do the one thing that would save their lives.”

Robert Green: “And what is that, Charles?”

Charles Morse: “Thinking.”

This scene beautifully illustrates the core of strategic thinking. Those who focus on self-pity and shame end up trapped in a mental loop of defeat, never addressing the immediate dangers they face. Survival, success, and progress all come down to one simple act: thinking clearly and purposefully.

What is Strategic Thinking?

Strategic thinking is a process that defines how people assess, view, and create the future for themselves and others. It’s the ability to build a vision of the future, not only for an individual but for a team, organization, or society. Strategic thinking involves making conscious choices about how to get from where you are to where you want to be.

Strategic thinking is forward-focused, emphasizing what needs to be done to achieve a goal. It’s a mindset that asks, “What steps must be taken to ensure success?”

According to one definition:

“Strategic thinking is a process that defines the manner in which people think about, assess, view, and create the future for themselves and others.”1

As you can see, the emphasis here is on the future. This process is composed of three primary components:

  • Time: How long before the goal is achieved?
  • Place: Where are we headed? What is the goal?
  • Inclusion of Others: Who is part of the team? Who are the competitors?

A strategic thinker doesn’t act in isolation but builds a team. They assign roles based on performance capabilities to create the future they envision. Once the goal is defined, collaboration takes place, bringing the vision out of the future and into the present through actionable steps. The strategic thinker visualizes every step needed to achieve the goal and works with others to make it happen.

Forward Thinking vs. Defeatist Thinking

Strategic thinking naturally leans forward, focusing on what can be done to accomplish the desired result. It anticipates the future, seeking out opportunities to grasp and solutions to problems yet to arise.

While strategic thinking mostly looks forward, it can glance at the past—but only to predict patterns or behaviors of others, particularly competitors. However, it’s never consumed by past mistakes or failures. A good strategist gathers information, analyzes the marketplace, understands the products, services, and competition, but does not dwell on failure or regret.

Shame, self-pity, and defeatist thinking have no place in strategic thought. These emotions are closely tied to defeat. When someone is consumed by shame or self-pity, they can become paralyzed, unable to take the action necessary to move forward. Shame doesn’t get you closer to the result. It only keeps you stuck, ruminating on the past.

The key to avoiding this mental trap is to always return to thinking—just like Charles Morse suggests in The Edge. What needs to be done next? What are the immediate steps to progress toward the goal?

Preventing Reprisals

Strategic thinkers are adept at “fishing out” problems. This means they look into the near future and ask, “What are the immediate threats?” What could rear its ugly head and disrupt the plan? What could undermine the team’s efforts?

Rather than sitting in self-pity and shame, strategic thinkers face the future with objectivity. They ask themselves:

  • What must happen for the team to succeed?
  • What dangers lie ahead, and how can we neutralize them?
  • How can we counter yesterday’s mistakes and push forward?

Strategic thinkers don’t need expensive software or consultants to accomplish this. All it takes is a pen, paper, and the discipline to think critically. A simple exercise: write down a list of things that could go wrong in the next 90 days. Then, develop strategies to mitigate or eliminate those risks.

After the first 90 days, extend your strategy to cover the next 52 weeks. Make this a practice. You’ll notice that planning ahead for potential dangers not only prevents crises but also opens up opportunities you might not have seen otherwise.

Conclusion: Applying Strategic Thinking

Strategic thinking is a mental discipline that moves us away from the traps of self-pity and shame, and toward action, foresight, and problem-solving. Just as Charles Morse reminds us in The Edge, survival—and by extension, success—comes down to thinking, not succumbing to self-blame.

Start by analyzing your goals, identifying potential obstacles, and creating a clear, forward-thinking plan. Strategy isn’t about getting everything right from the start; it’s about seeing problems before they become catastrophic, adapting to changing circumstances, and always pushing forward.

For the next 90 days, apply these principles of strategic thinking. Prevent the reprisal by thinking ahead, neutralizing dangers, and consistently moving your team toward its goals. By doing so, you’ll find that success becomes not just a possibility, but an expectation.

Footnotes

  1. Strategic thinking definition from Investopedia, 2017.