How many times have you heard executive leadership say that an individual "is not strategic" or read a job description in search of "a strategic thinker"? Often, individual contributors are elevated through leadership ranks because they are strong subject matter experts, strong task managers, or well-liked by the team. Yet, these talented individuals are rarely mentored or coached in the attributes of strategic leadership. Further, they have not personally witnessed strategic leadership, so they mimic whatever they have experienced in the workforce, whether effective or toxic. Being strategic is a must-have skill for leaders today: But what does that mean?