If you’re a senior leader, you don’t get a pass on strategic execution Pt. 3

If you haven’t read parts 1 and 2, take a look below before you read this post.


Here are the final thoughts from the email I sent my CEO client about strategic observation, articulation and implementation.

3) Use this strategic conversation as an ongoing CEO coaching relationship with your leaders. The way to avoid most of the objections is create consistency in your practice of the practice. The more you do it, the more it will be seen as simply the way you communicate to and shape execution in the organization.

4) Regulate your emotions. This is important. I didn’t say, avoid them. You need them in these conversations. Just make sure that you regulate them in order to let the power of them support your words instead of eclipse your words.

5) Encourage the leader by reminding them you believe in them. Make sure the leader understands that your desire for meaningful correction and growth are evidence of your belief in them not a denial of it.

6) Make a direct connection between the things you “saw” in the painting and the development of the leader(s) (of that part of the painting). Show them something of their own development that, if they work on, will enhance the painting. This one is important.

7) Make sure that you give the leader(s) a deadline to report back to you if there is something you want remedied. Tell them that it’s their responsibility to get back to you. You will not seek them out, but it will be obvious to you if the change does not occur and that you will be unhappy and cast a spell on their children if they don’t come back to you and report. OK, well, you don’t have to do that, but you need to stress the pro-activity you demand.

OK, finally, let me say, it’s a privilege to walk with you. What an amazing place you lead!



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Written by Dave Fleming