Here are 8 things they don't tell you about leadership and execution

I recently had the chance to lead a project that brought together a group of very diverse individuals, each with different work styles, communication patterns, and expectations.

The goal was clear:
Deliver a high-quality strategic deliverable under a tight deadline.

What stood out to me most wasn’t the technical challenge, it was how critical adaptability and energy management became.

I learned (and re-learned) that:

1. Not everyone processes information at the same speed, even with the same tools and resources.

2. Explicit, adaptive communication matters more than perfect plans. Sometimes “good enough” wins over “perfectly scripted.”

3. Protecting the momentum of the team is as important as protecting the quality of the deliverable.

4. Leadership sometimes means knowing when to step back and let others take ownership, even if it’s tempting to step in and fix everything yourself.

5. Managing energy, yours and the team’s, is critical for execution under pressure.

6. Energy can be both constructive and destructive. Excitement can drive progress, but frustration will tear teams apart if left unchecked.

7. Balance is key. Too much drive? If the team can’t keep pace, you’ll lose them before you reach the goal.

8. If the team never mobilizes, remember: you still have a deliverable. Don’t wait for Godot to finally show up.

Ultimately, the project succeeded.

Not because everything went smoothly, but because we adapted, iterated, and finished strong without losing focus on the goal.

It’s another reminder for me that:
Strategy only matters if you can guide people through the execution.