Slow processing strategists
I saw a job description for a Strategy Director recently that included “Quick on your feet” as a desired skill. I can see why someone might think that’s helpful for a strategist. It could mean they integrate feedback more quickly, or can respond to client questions or criticism on the fly.
But a strategist isn’t a comedian being heckled. And being “quick on your feet” isn’t a skill. It’s actually a function of how an individual person’s brain is wired. Some people are fast processors, some are slow processors. It’s something that’s screened in neuropsychological testing. And like a lot of psychological attributes, slow processing is seen as a liability for some jobs - and in some industries. (I could write this same blog about introversion. Maybe I will soon.)
Are you a slow processor? You might be if any of this sounds familiar. Do you:
Zone out when you’re flooded with too much information?
Think of the witty contribution to a conversation after it’s moved on to another topic?
Need to read something more than once to understand it?
Often stay silent in conversations because you’re listening and processing while others keep talking?
Miss social cues or laugh an inappropriate moments?
In strategy, slow processing can be a bit of a challenge in any situation where information needs to be synthesized quickly, like in stakeholder interviews, when you’re receiving feedback and - especially - when you’re expected to give feedback.
But it’s not a liability - it only looks that way to people whose brains naturally process things more quickly. Being a slow processor just requires you to make some adjustments to the way you approach your strategy work. Here are some things that might be helpful:
First, remember that being the first person to respond doesn’t mean they’re right, and the last person to respond doesn’t mean you’re less right.
Acknowledge your slow processing to yourself. If you know your brain processes things slowly don’t force it to work faster (and less thoroughly) for appearances or convention.
Acknowledge it also to your team and client. It’s OK to say, “I need to think about this a bit before I respond.” It’s even better to say “I need to think about this before I respond because I’ve learned that my best thoughts don’t come right away.” (*Everything in strategy is better with a “because.”)
Use transcription in meetings. Virtual meetings make this especially easy. AI assistants can transcribe and summarize meetings, making it easy for you to go back and ruminate on key points. They also relieve you of having to take notes in the meeting, allowing you to be more present and focused. I use otter.ai but there are a bunch out there now.
If your schedule allows, take a few minutes after meetings to continue processing. Let your brain do its work before moving on. This might only need to be 5 minutes, which is another reason SOP should be for meetings to be 5 minutes less than the usual 30 hour increments.
Don’t be afraid to return to something if you have a thought later in the meeting. It’s totally fine to say, “Sorry, I’ve been thinking about what Monica said a few minutes ago - what about this?” You’re in the room because your brain is important to the topic. Use it at its own pace, even if it doesn’t perfectly match the pace of the meeting. (I guarantee there are others in the meeting who are still thinking about what Monica said also, and are glad you brought it back up.)
And if you don’t have the thought until later, raise it then - by email or Slack or even on Teams if you can figure out which channel the meeting attendees are on and what window that chats are in anyway.