πͺπ΅πΆπ°π΅ πΌπ»π² πΆπ πΊπΆπππΆπ»π΄ π³πΌπΏ ππΌπ πΏπΆπ΄π΅π π»πΌπ?
| π£πΏπΆπΌπΏπΆππ | π£πΌππΆππΆπΌπ»πΆπ»π΄ | πππ±πΆπ²π»π°π² | π’π³π³π²πΏ |
Most teams I talk to are missing at least one.
And here's what I keep seeing: It's not that the work isn't getting done. It's that nobody's sure what the work is for.
You hire smart people and you give them tools, budget, time. But if the lane isn't clearβif "good" isn't definedβif nobody owns the final callβthen execution just amplifies the confusion.
The problem was never effort. It was direction.
And most people I work with don't have enough distance from the day-to-day to see it clearlyβor someone senior enough to make those calls without second-guessing.
Do we have clarity on:
Who weβre talking to (and who weβre not)
What weβre actually selling
What βsuccessβ looks like this quarter
What weβre willing to stop doing
Who owns the final call
If more than two of those boxes are empty, you don't have an execution problem.
β You're missing the decision layer.
Sometimes that's an internal fix.
Sometimes it's a capacity issueβyou're too close, or too busy, or too deep in it to see clearly.
That's usually where fractional leadership shows up.
Not to do more work.
To make the calls that let the work actually matter.
π¦πΌβππ΅πΆπ°π΅ πΌπ»π² πΆπ πΊπΆπππΆπ»π΄ π³πΌπΏ ππΌπ πΏπΆπ΄π΅π π»πΌπ?
π£πΏπΆπΌπΏπΆππ / π£πΌππΆππΆπΌπ»πΆπ»π΄ / πππ±πΆπ²π»π°π² / π’π³π³π²πΏ