When execution falters in a business, many leaders look to the frontline. They assume the issue lies with their people or the systems in place. But in many cases, the real cause sits higher up. Poor execution is most often a leadership issue.
To be clear, it’s rarely a matter of capability. More often, the issue is that execution is falling down because the leadership team is stretched too thin, distracted by operational issues, and unable to fully drive the strategic agenda.
The ideas are there, the vision is there, and the talent is usually there too. But progress stalls because the organisation hasn’t created the right environment for execution to succeed. This is why a business can have a great strategy on paper but still struggle to grow.
It Starts with Clarity
One of the most common issues I see is a lack of clarity around what actually needs to be executed. I’ve worked with plenty of companies that set annual or quarterly goals, but when I dig into those priorities, they’re often too vague to guide real action.
Ideally, for each priority, you should define:
- A clear vision of what success looks like
- Two or three measurable outcomes
- A defined due date
- A short explanation of the value it brings to the company
- Key obstacles that may stand in the way
- A plan to address those obstacles
When all of that is captured in one place, the team knows exactly what they’re working towards and how to move forward. That clarity is the foundation of good execution.
Being Too Hands-On
This is something I see often in mid-sized businesses. Leaders are heavily involved in the day-to-day operations, which limits their ability to lead strategically. It’s not always because they want to be. In many cases, they’ve had to wear multiple hats to get the business to where it is. But as the business grows, that same approach starts to become a barrier.
When leaders spend most of their time in the business, they lose focus on what’s happening around the business. They become inward-looking rather than outward-focused, which means they’re not seeing emerging trends, changing customer needs, or shifts in the competitive landscape. This makes it hard to adapt, innovate or drive growth.
And perhaps more importantly, when leaders are tied up with operational tasks, they’re not spending enough time on the strategic moves that will move the company forward.
Prioritisation is a Discipline
Execution is a game of focus. One of the biggest execution mistakes I see is trying to do too much. Leadership often thinks more priorities are better, but in practice, it slows everything down. I advise businesses to set no more than five quarterly priorities – and often we aim for three or four.
Once those quarterly priorities are set, the best leaders ensure each has a scope document completed within days. This step confirms the team knows:
- What success looks like
- What’s in and out of scope
- Who owns it
- Whether the goal is realistically achievable in a 13-week quarter
It’s amazing how often this process reveals that something is too big or too vague – which is exactly what we want to catch early.
Execution Needs Ownership
For any priority to succeed, someone needs to own it. That doesn’t mean doing all the work, but it does mean being accountable for making sure it gets done. I make it clear in every business I work with that each annual and quarterly priority must have a named owner. Without that, things tend to drift.
Ownership is what drives follow-through. It also gives the leadership team a single point of accountability for each major initiative, which is essential for managing progress and making fast decisions.
When systems and processes don’t have clear owners, responsibility defaults back to the senior leadership team. I see this often — leaders getting dragged back into process-level decisions simply because no one else is clearly accountable.
Without clear outcomes and ownership at each level of the business, delegation is impossible. The result is overloaded leaders, delayed decisions, and stalled initiatives.
If you want strong execution, you need strong accountability.
Communication Brings Everyone In
Leaders often ask me how to get buy-in from their teams. The answer is simple: communicate clearly and consistently.
I make sure everyone in the business knows what the top annual and quarterly priorities are, why they matter, and how they connect to the future of the company. Even if someone isn’t directly involved this quarter, they need to understand how their work fits into the bigger picture.
When people know the “what” and the “why,” they become more engaged. They see how their contribution matters. That’s when real alignment and momentum start to build across the business.
Leadership is the Leverage Point
Ultimately, poor execution is rarely a result of lazy teams or bad luck. More often, it stems from unclear direction, scattered priorities, and lack of ownership. All of which fall under the leader’s remit.
As a business growth advisor, I help mid-market leaders put the right structures in place to drive execution. That includes everything from priority-setting frameworks to leadership coaching and accountability systems.
If your business isn’t executing the way you want, take a moment to reflect: are you creating the conditions your team needs to succeed?
Because in the end, execution is a leadership issue. And it’s one we can solve.
