The Strategy Trap: Why Leaders Stay Tactical
I signed on to coach two new mid-level leaders last week, both facing a familiar challenge:
“I want to be more of a strategic leader, but I keep getting sucked into the tactical execution of the day-to-day.”
Sound familiar?
This isn’t a new phenomenon. In fact, it’s one of the most common developmental themes I see with mid-to-upper-level leaders. As professionals move up in their careers, they increasingly want, and are expected to, operate at a more strategic level. But despite their best intentions, they often get pulled back into daily problem-solving and task execution.
Why does this happen?
Let’s break it down:
- It’s Comfortable
High achievers get promoted because they get results. They know how to execute, and they do it well. That’s their comfort zone. So when something urgent arises, their natural instinct is to jump in and fix it. But leading strategically requires stepping back, letting go, and trusting others to take the lead, something that can feel uncomfortable and unfamiliar at first.
- It Gets Recognized
In many organizations, results are rewarded more than strategy. Leaders are praised for checking things off the list, putting out fires, and getting things done. Strategic work, such as setting vision, developing others, and shifting culture, is often less visible and sometimes less celebrated. So it’s no surprise that leaders stick with what brings them praise and a clear sense of accomplishment.
- It Feels “Faster”
There’s a common misperception: If I just do it myself, it’ll be faster and done right. But when leaders consistently default to execution, they limit their team’s growth and stall long-term progress. Instead of building capability in others, they become bottlenecks; leaders who are overloaded, overstretched, and unable to focus on the big-picture work that truly moves the needle. Worse still, team members may disengage or leave due to a lack of autonomy and opportunities for growth and development.
So, what actions can leaders take to operate more strategically?
Here are three practical shifts that can make a big difference:
- Focus on the What, Not the How
As a strategic leader, your job is to define direction, not dictate every detail. Communicate outcomes, clarify expectations, and empower others to figure out how to get there. Yes, it’s tempting to jump into problem-solving mode, after all, that’s where you’ve always delivered results. But when you stay focused on the what, you free up space to think ahead and lead forward. Pay attention to when you’re slipping into “how it should be done” mode, and intentionally step back.
- Ask More Questions
Instead of giving answers, ask questions that encourage ownership and critical thinking. Consider questions like:
• “What steps are you considering?”
• “What’s one way you might approach this?”
• “What options haven’t you explored yet?”
Great strategic leaders coach others to think for themselves, building confidence and capability in the process. It may take more time up front, but it saves time in the long run and builds a stronger, more independent team.
- Plan Your Time Intentionally
If your calendar is packed with tactical meetings and daily fire drills, it’s time for a reset. Strategic thinking requires space, so block time for it. This takes discipline, especially since tactical issues (and your comfort zone) will always try to take over. Consider working in a different location to spark creativity. Protect time for reflection, planning, and meaningful conversations. If you don’t make space to lead strategically, no one else will.
Final Thought
Being strategic doesn’t mean abandoning execution altogether; it means elevating your perspective. It means making space to lead the business, not just run it. And like any meaningful change, it takes practice.
If you’re ready to stop being the hero who does it all and start becoming the leader who shapes what’s next, begin with one intentional change this week. Your future self and your team will thank you.
