Your boss says, "You need to be more strategic." You ask for an example, and they say, "Just think bigger."
You leave the meeting nodding along. Then you get back to your desk and realize you have no idea what to do differently.
If this has happened to you, you're in good company. "Be more strategic" is some of the most common feedback ambitious professionals get, especially on the way to senior roles. It's also some of the least explained. The person giving it often knows what they mean when they see it, but struggles to describe it in advance.
I've spent years inside some of the world's biggest brands. Here are two things I've learned about turning that feedback into something you can actually use.
1. Ask what they want to see, tied to a specific situation
When feedback is vague, the fastest fix is a more specific question. Asking "What do you mean by strategic?" tends to get you another abstract answer. Anchoring the question to a real moment gets you something concrete.
Try this: "In our next planning meeting, what would a more strategic contribution from me look like?"
This works for a few reasons:
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It gives your boss a picture to react to. It's much easier to describe what you want in a meeting they can imagine than in the abstract.
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It shows you took the feedback seriously. You're asking how to improve, not defending yourself.
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It sets up a natural check-in. After that meeting, you can ask how it went against what they described.
Giving your boss a concrete moment to think about makes it easier for them to give you useful guidance.
2. Connect your work to a bigger business priority
One reason people get the "be more strategic" note is that they talk about their work as a list of tasks. Updates sound like: here's what I'm working on, here's what I finished, here's what's next. That's useful, but it doesn't show how you think.
Instead, bring a recommendation that ties your work to something the business cares about. A simple structure:
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The priority: "As we focus on this big account…"
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The pattern: "Here's what I'm seeing."
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Why it matters: "Here's how it connects to our growth goal."
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Your recommendation: "Here's what I recommend we do next."
This makes your work relevant. You're showing how you think, and you're giving your boss something specific to coach. Even if they disagree with your recommendation, you've moved the conversation from what you did to what should happen next. That shift is what most leaders mean by strategic.
The bottom line
Being strategic starts with connecting what you're doing to why it matters. Then you use that understanding to recommend what should happen next.
You don't need a new title or a bigger project to start. You need one meeting, one recommendation, and one clear link to the business. Try it this week.
Every Wednesday, I share a piece of career and leadership advice I've learned working for some of the world's biggest brands. Follow along on Instagram for Work Tip Wednesday.
