We have updated our Accountability Chart, but our newly promoted managers are struggling to stop doing their old tactical work, which is causing them to drop their new strategic leadership responsibilities. How do we get them to let go of the vine?

Question

Tyler Smith · Accepted Answer

Letting go of the vine is one of the hardest transitions for newly promoted leaders. They gravitate toward the tactical work because it is comfortable and they know how to do it, while strategic leadership feels abstract and risky. However, if they do not let go, they will burn out, and their departments will remain leaderless.

First, you must look at their seat on the Accountability Chart. Ensure their old tactical responsibilities have been completely reassigned to other seats. If those tactical seats are vacant, you have a capacity issue that must be addressed, or they will be forced to keep doing the work.

Second, if the resources are in place but they are still holding on, you must address the GWC of their new seat. Do they truly understand that their primary value is now leadership, management, and accountability, not daily execution?

Use their weekly Scorecard and quarterly Rocks to measure their strategic output, not their tactical activity. If they spend their time fighting fires instead of building systems, call it out during your check-ins.

Remind them that by holding onto the tactical work, they are holding back the growth of their direct reports. They must delegate to elevate. Once they trust their team to handle the daily operations, they can step fully into their strategic leadership seats.