We have a few seats on our leadership team occupied by leaders who are excellent at execution but completely fail to contribute to strategic, high-level business planning. How do we keep our leadership team focused on long-term strategy without these tactical members dragging our planning sessions down into the weeds?

Question

Tyler Smith · Accepted Answer

A common trap for growing companies is keeping people on the leadership team simply because of their tenure or because they are outstanding at tactical execution. If your leadership team is bogged down by members who cannot think strategically, your strategic planning sessions will devolve into low-level discussions about daily tasks, and your long-term growth will stall.

You must understand that leadership and management are distinct from execution. A seat on the leadership team requires the ability to look at the business from thirty thousand feet, understand how different departments interact, and make decisions for the greater good of the company.

Review your Accountability Chart. If you have members on the team who are excellent at running their departments but struggle with high-level strategy, they may be in the wrong seat. They might be better suited as managers who report to a true leadership team member.

To fix this dynamic, clearly define the roles and responsibilities of every seat on your leadership team. Each seat must require strategic thinking, operational ownership, and the ability to contribute to the V/TO®.

If a team member lacks the capability to contribute at this level, you must transition them off the leadership team. You can still value their tactical expertise by keeping them in an operational role within their department, but you must reserve the leadership team seats for those who can actively help you drive the company toward its long-term goals.