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There's a moment every business leader knows well. It's late at night, the office is quiet, and the question arises: "Why am I still doing all of this myself?" Leaders know they should be working on their business, not in it, but something keeps pulling them back into the daily grind. For those who find this familiar, the answer might be surprising.
Your business survives when you work in it, but it grows when you work on it.
This fundamental principle highlights the critical difference between tactical and strategic work. Most business leaders don't need convincing that strategic work matters - they understand and desire it. Yet their actions often tell a different story. The reason? Belief drives behavior, and there are five powerful lies that keep leaders trapped in tactical work.
Lie #1: "This Is What Got Us Here"
The first lie is perhaps the most seductive: believing that hands-on work created current success. While there's truth in the value of hard work, consider this: What if success came not because of constant tactical involvement, but in spite of it? Often, the 5% of time spent on strategic work yields disproportionate returns compared to the 95% spent on tactical execution.
Warning signs of this limiting belief:
- Working 80-hour weeks while experiencing growth
- Wearing multiple operational hats
- Lacking time for family or creative opportunities
- Missing opportunities for creative business development
The crucial question isn't just about current success, but about future success: Is the type of success being experienced in the present the type of success desired for the future?
Lie #2: "But I Love Doing The Work"
Many leaders believe that building a business that can survive without their tactical involvement means giving up the parts of the work they love. The truth reveals something different: Creating a self-sustaining business doesn't mean they can't be involved – it means they don't have to be.
Building a business that can survive without your involvement doesn't mean you can't have involvement. It just means you don't have to.
When unexpected situations arise - whether personal emergencies or business opportunities - having a business that can operate independently provides true freedom. This isn't about stepping away completely; it's about having the choice of when and how to engage.
Lie #3: "No One Can Do It As Well As Me"
Leaders often wait for someone who can perfectly replicate their work before delegating. The truth is, perfect replication isn't necessary. As Craig Groschel suggests, if someone can perform a task at 80% of your capability, delegation becomes viable.
Effective delegation often means:
- Splitting responsibilities among multiple team members
- Accepting initial efficiency trade-offs for long-term gains
- Focusing on capability development
- Creating clear systems for monitoring and feedback
Lie #4: "I'm Just Not a Strategic Person"
This lie often hides behind phrases like "I didn't go to business school" or "I'm not that sophisticated." The truth? Strategy isn't an identity – it's a skill that can be developed through intentional learning and practice. Just as leaders develop other business capabilities, strategic thinking can be cultivated over time.
Lie #5: "I Don't Have Time"
This final lie reveals a fundamental misunderstanding about time. Time isn't something to have or make – it's something to use. Think of it like running a marathon: passing water stations because you're trying to make good time might seem logical in the moment, but it guarantees failure in the long run.
If you get to the point where you're thirsty, you've waited too long.
Just as marathon runners who skip water stations will eventually face consequences, businesses that consistently prioritize tactical work over strategic thinking will encounter problems with team retention, cultural cohesion, and vision clarity. These issues don't appear immediately, but when they do, it's often too late for easy solutions.
Breaking Free
The journey to breaking free from these lies starts with honest reflection about what future leaders and their teams will think about how time is being used today. Sustainable transformation comes from examining and challenging these underlying beliefs.
Essential questions for reflection:
- Which limiting belief most impacts your current approach to leadership?
- How does your desired future success differ from your current success model?
- What strategic opportunities are you postponing due to these lies?
- What systems could you implement to protect strategic work time?
A business needs both tactical and strategic work to thrive, but a leader's unique value lies in their ability to step back, see the bigger picture, and guide their organization toward its future. The role of CEO demands focus on vision, strategy, culture, profitability, and leadership team development. These lies shouldn't prevent fulfilling that essential role.
Remember: The transformation won't happen overnight, but it begins with recognizing these lies and taking one strategic step forward. Your future organization depends on the choices you make today.
