Balancing Strategy and Execution.

Balancing strategy and execution

As a manager working closely with your team, it’s easy to get absorbed in daily tasks. When new projects emerge, handling them yourself may feel more efficient. You may find it easier than delegating or training someone else. Over time, this can lead to a habit of becoming an “executive executor”—someone too involved in doing rather than leading.

You’re not alone. McKinsey research shows that managers spend nearly half their time on individual contributor work. This limits strategic thinking and reduces your effectiveness in guiding your team. While some hands-on involvement is necessary, the key is to be intentional and selective.

Clarify goals vs. objectives?

Goals are broad, long-term aspirations, while objectives are specific, measurable actions that drive those goals forward. Your goal might be to grow your market presence. A strong objective for this goal could be to “increase your LinkedIn followers by 20%.” Achieving this in six months can be a measurable target. This structure helps prioritize high-impact work.

Delegate strategically.

Leverage your team’s strengths and development goals when assigning tasks. Limit yourself to one personal tactic per project to stay involved without becoming overburdened. Ask: “Is this the best use of my time?” and “Am I supporting my team’s growth?”

Protect time for strategy.

Block off calendar space for focused work. Silence notifications and set expectations around meetings—everyone should have a clear purpose. This creates room for deep thinking and informed decision-making.

Commit to upskilling.

Stay sharp by identifying strategic knowledge gaps and dedicating weekly time to learning. In a fast-evolving business environment, particularly with AI’s rise, this positions you as a valuable strategic partner within your company.

By leading with purpose and planning, you can shift from executor to visionary—without losing sight of execution.