37 - Operating the Business of Delivery: Team, Task, Traffic, and Trouble
- Jennifer Diamond
- Apr 30
- 5 min read
Updated: May 4
How Leaders Keep Execution on Track Without Micromanaging
Introduction: Leadership Isn’t Just Strategy—It’s Execution
Many leaders think of execution as something they delegate—a set of tasks to be handled by project managers or operations teams while they focus on big-picture strategy.
They set the vision.
They communicate goals.
They trust their teams to handle the details.
But the reality? Execution often falls apart in the gaps between leadership and delivery.
Teams get stuck in traffic—too many competing priorities, unclear workflows, or misalignment across functions.
Task ownership becomes murky—work gets delayed not because people are lazy, but because decisions aren’t clear.
Issues escalate into full-blown trouble before leadership even realizes something’s off.
To run a high-performing, execution-focused organization, leaders need to treat delivery like a business operation—not just an afterthought.
So how do you keep delivery on track without micromanaging? It starts with four critical areas:
Team – Who’s responsible for what?
Task – What exactly needs to be done?
Traffic – How do we prioritize work across competing demands?
Trouble – How do we identify and remove roadblocks before they derail execution?
Let’s break them down.
Step 1: Team—Clarifying Who Owns What (Before Chaos Takes Over)
One of the biggest execution failures comes from unclear ownership.
A project is stalled—but no one’s sure who has the authority to move it forward.
Two teams assume the other is handling an issue—so no one does.
A leader announces a priority—but people don’t know how it fits into their actual work.
Delivery suffers when responsibility is scattered.
How to Fix It: Define Team Roles Beyond Job Titles
Leadership isn’t just about assigning work—it’s about clarifying roles in execution.
Who is accountable for the outcome? (Not just "involved"—who actually owns success or failure?)
Who provides input? (And when does their input actually matter?)
Who makes the final call? (Decisions often get delayed because people aren’t sure who has decision rights.)
Example: The "Invisible Work" That Stalled Execution
A healthcare company was rolling out a new patient management system.
IT owned the technical implementation.
Operations owned the workflow design.
Compliance needed to review for legal risks.
But no one owned adoption.
The system was launched, but staff weren’t trained effectively.
The rollout date passed, but no one was responsible for monitoring usage.
Leadership assumed the transition was happening—but in reality, teams were still using old methods.
Fixing the issue wasn’t about assigning more work—it was about assigning the right ownership.
Leadership Reflection:
Have I clearly defined who owns what in execution, beyond job titles?
Do my teams know when they are decision-makers vs. when they are contributors?
When issues arise, do people know who has the authority to resolve them?
Step 2: Task—Getting Clear on What "Done" Actually Means
Step 3: Traffic—Prioritizing Work Without Overloading Teams
Step 4: Trouble—Catching Issues Early Instead of Reacting Late
Final Thought: Great Execution Is Designed, Not Assumed
Teams deliver best when roles, tasks, and priorities are clear.
Execution improves when leaders manage traffic effectively.
Problems get solved faster when issues are escalated early.
Because great leaders don’t just set strategy—they create the conditions for execution to thrive.
This post is part of Maypop Grove’s Leadership Evolution Series—a collection of in-depth reflections on leadership, influence, and strategy. Designed for leaders navigating complexity, this series explores how to drive change, build resilient teams, and lead with confidence.
©2025 Maypop Grove, LLC. All rights reserved.
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