What It Really Means to Be a Strategic Leader

The Harvard EdCast

Strategic leadership may be one of the hardest — and most vital — skills for school leaders to master. Liz City, senior lecturer at the Harvard Graduate School of Education and a long-time coach to school and system leaders across the country, says strategic leadership is not innate but a skill that can be learned and strengthened over time.

“We're in a context which, over the last five years, has been full of uncertainty and ambiguity,” City says. “I think that makes it harder for people to be strategic. It puts people in a kind of reactive survival mode, which is not our best place to be.”

Learning how to be strategic can mean the difference between finding success over being less effective, doing too much, and burning out, she says.

Drawing from decades of experience and recent research, City emphasizes that being strategic is not just about setting goals — it’s about taking intentional action, maintaining focus over time, and deeply understanding people and systems. In her new book, “Leading Strategically: Achieving Ambitious Goals in Education,” she and co-author Rachel Curtis outline five key elements of strategic leadership: discerning, cultivating relationships, understanding context and history, harnessing power, and think big, act small, learn fast.

She explains how leaders often get stuck, especially around power and discernment, and offers practical advice for moving from reactive leadership to purposeful progress.

“You can lead from lots of different vantage points. I think we assume that if you have formal authority, you have power, and you'll be able to get things done,” City says. “It turns out, though, that most things are accomplished through a large measure of informal authority.”

In this episode, City shares what it really means to lead with purpose, especially in today’s climate of uncertainty and change.