In a recent LinkedIn post, Alec Rickard explores how individuals can cultivate strategic thinking, regardless of their official job title. Rickard emphasizes that developing strategic acumen is less about holding a specific role and more about adopting effective thinking habits and employing well-established frameworks.
Rickard introduces five models that he finds invaluable, particularly in high-stakes situations. He begins by highlighting the utility of the SWOT analysis.
“A framework for assessing your Strengths, Weaknesses, Opportunities, and Threats in a specific situation.”
As Rickard notes, applying SWOT to one’s career can be transformative. He suggests using it before critical career junctures such as asking for a raise, applying for an internal role, or taking on a challenging project. This exercise, according to Rickard, forces individuals to view their career through a business-like lens, moving beyond the simple concept of a job.
Leveraging Second-Order Thinking and VRIO for Deeper Insight
The second model Rickard champions is Second Order Thinking. This approach encourages evaluating the long-term consequences of decisions, rather than just their immediate outcomes. Rickard advises asking, “If I take this on, what happens next? What does this lead to in six months? What might this cost me in focus or reputation?” This method, he argues, is crucial when joining new teams, undertaking high-visibility projects, or even deciding to turn down an opportunity, promoting a mindset of thinking several moves ahead.
Following this, Rickard discusses the VRIO framework, which stands for Value, Rarity, Imitability, and Organization. This framework helps in assessing whether a skill or resource provides a sustainable competitive advantage. Rickard poses key questions: “Is this valuable to the business right now? Is it rare on my team? Is it hard to replace? Is my company set up to reward it?” He posits that skills failing to meet most of these criteria may not accelerate growth, urging individuals to focus on strengths that pass this strategic test.
“Think three moves ahead. Most people only think of one.”
Diagnosing Alignment with the 7S Framework and Prioritizing with Impact vs. Effort
Rickard then turns to the 7S Framework, a model designed to analyze organizational alignment across seven interconnected elements: Strategy, Structure, Systems, Skills, Style, Staff, and Shared values. He suggests picking one area of friction and examining its alignment with one’s own skill set and the team’s direction. Rickard points out that misalignment in these areas is often the root cause of stalled progress.
The fifth and final model presented is Impact vs. Effort, a prioritization tool. Rickard explains that this model helps allocate time based on the return a task offers relative to the energy it requires. He outlines four quadrants for task classification: High impact/low effort, High impact/high effort, Low impact/low effort, and Low impact/high effort. He concludes this section by stating, “Strategic people protect their time.”
“Being strategic is not about sounding smart in meetings. It is about making smarter calls consistently.”
Throughout his post, Rickard reiterates that strategic thinking is not confined to those with strategy titles but is accessible through better thinking habits. He suggests that employing the right models can help individuals anticipate risks, position themselves for advancement, lead with clarity, and concentrate on actions that genuinely drive results.
“The right model helps you: See risk earlier. Position yourself for the next level. Lead with clarity instead of reacting. Focus on what actually drives results.”
Rickard concludes by encouraging his audience to identify which framework they plan to utilize in the coming month, fostering engagement and practical application of his insights.
📝 About This Content
This article is based on insights shared by Alec Rickard on LinkedIn.
📅 Originally posted on February 27, 2026 | View original post on LinkedIn →