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Key Takeaways You’re not slow because your people aren’t capable. You’re slow because too many decisions live in the gray.
Everyone’s busy. Meetings are full. Progress feels real. Yet the same issues keep resurfacing, deadlines slip, and accountability feels fuzzy. That’s not a talent problem — it’s a clarity problem.
Clarity isn’t about how often something is said but about whether people can use it to make decisions when you’re not in the room.
If execution feels harder than it should, don’t start by tightening accountability. Start by strengthening clarity.
You’ve hired smart people, and you’ve invested in tools. You’ve also restructured more than once. Given all these, on paper, everything should work.
But the reality is different.
Decisions take longer than they should, and ownership gets blurred. Teams move, then stall, then circle back. You step in more than you want to, not because you enjoy it, but because progress depends on you doing so.
Why execution pain gets mislabeled as accountability
Most leaders describe this as “an accountability issue.” They believe people aren’t owning outcomes, follow-through is inconsistent, and as a result, things fall through the cracks.
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