When results miss the mark, the problem is not always execution. Sometimes the team did exactly what was asked, and the strategy or assumptions behind the plan need to be challenged.

Leading measures should do more than report activity. They should help predict where results are headed, keep forecasts credible, and give the organization enough time to intervene and improve the outcome.

The challenge is not assigning an owner. It is preserving ownership through decisions, escalation, sponsorship, and governance so accountability remains clear when execution becomes complex.

A clear strategy is only the beginning. The real challenge is identifying, validating, and managing the execution drivers that have the greatest influence on the results the organization is trying to achieve.

A difficult morning and a late arrival became an unexpected lesson in motivation, accountability, and leadership judgment. Sometimes the way a leader interprets a moment matters as much as the moment itself.

As teams begin planning for 2027, I think it is worth taking a close look at what actually helped or hurt execution over the past year. Here are six areas to examine, from ownership and measurement to operating rhythm, alignment and intervention, that can have a significant impact on results.