How Much of Your Plan Still Depends on You

Before you approve your 2027 plan, look at how much of it still depends on you.

Are you the person who will have to ask for every update, settle every disagreement, and remind everyone what they committed to?

That deserves attention before you add another goal.

When a priority belongs to “all of us,” I want to know who is responsible for moving it forward. Several people may contribute. One leader needs to own the outcome and bring the right people into the work.

Otherwise, the responsibility can find its way back to the CEO.

You ask about progress. No one has a clear answer. You step in because the work matters, and taking it back feels faster than sorting out what went wrong.

Before you do that again, examine what you actually handed off.

• Did the person understand the result you expected?

• Did you agree on a deadline?

• Could they make decisions, or did every meaningful choice still require your approval?

You can’t fairly hold someone accountable for ownership you haven’t clearly given them.

For each strategic priority, agree on the outcome, the first milestone, and the authority the leader needs. Talk about what they can decide independently and when they should involve you.

Set the review date together.

Then give them room to lead.

They may approach the work differently than you would. Stay focused on the agreed result and boundaries. If you keep stepping in to direct every detail, you make it difficult for them to practice the judgment you want them to develop.

When a commitment slips, address it directly. Find out whether the issue is capacity, clarity, a dependency, or follow-through. Agree on what changes and when you’ll review it.

You can have that conversation with grace. Being clear about an unmet commitment gives the person a chance to respond and improve.

If you recognize that you’ve been unclear, own your part. You can reset expectations without making the conversation about blame.

Choose one priority now and give it that level of attention. Your team can begin building stronger ownership before January arrives.

CEO Reflection Questions

What are you still carrying that a leader on your team needs to be equipped—and expected—to own?