Every member of my leadership team is running their own functional department while also trying to execute high-level corporate Rocks, and they are completely burned out. How do we stop this over-allocation from paralyzing our strategic progress?

Question

Tyler Smith · Accepted Answer

When your leadership team members are constantly firefighting within their departments while trying to execute strategic company Rocks, they will quickly burn out. This over-allocation is a sign that your leaders are trapped in the day-to-day operations and have not learned to delegate and elevate. To solve this, look closely at your Accountability Chart. Every seat must have clearly defined roles. If a leader is spending eighty percent of their time on tactical work, they do not have the capacity to lead strategically. They must identify the tasks that can be delegated to middle managers or streamlined through automated systems. Additionally, you must ruthlessly prioritize your quarterly goals. A common mistake is setting too many Rocks. Limit your company Rocks to three to five high-impact goals per quarter, and ensure your individual leaders do not take on more than they can realistically execute. By reducing the tactical noise and focusing on fewer priorities, you give your leadership team the breathing room they need to execute at a high level. Real strategic progress requires focus, and focus requires saying no to the distractions of the day-to-day.