Execution is a leadership behavior, not an operational task

Back to leadership perspectives

Execution is a leadership behavior, not an operational task

February 9, 2026

Nick Colisto

Sr. Vice President and Chief Information Officer, Corporate

LinkedIn Profile

From problem solving to capability building: How AI is reshaping the way we lead

Execution is often treated as the domain of managers. Leadership, on the other hand, is associated with vision, inspiration, and strategy. That distinction sounds neat. In practice, it is misleading.

Leaders who do not take responsibility for execution do not just slow progress. They unintentionally create confusion, frustration, and disengagement. Delivering results is not something leaders hand off. It is a core leadership behavior.

Execution starts with ownership, not oversight

One of the most common execution breakdowns I see is not a lack of effort. It is a lack of clarity. Teams are busy, initiatives are launched, meetings are full, yet outcomes lag. When that happens, the first question leaders should ask is not whether people are executing. It is whether ownership is unmistakably clear.

Leadership-driven execution begins when every meaningful initiative has a single accountable owner, a clearly defined outcome, and a shared understanding of what success looks like.

When ownership is diffused, execution slows. When accountability is ambiguous, teams hesitate. Leaders create momentum not by hovering, but by being explicit about who owns what and then supporting them.

Cadence creates momentum

Execution does not happen in one big push. It happens through rhythm.

Strong leaders establish a cadence that keeps work moving without creating noise. That cadence might include regular check-ins focused on progress rather than status theater, clear milestones that make progress visible, and a consistent forum for removing obstacles.

The goal is not more meetings. It is predictability. When teams know when and how progress will be reviewed, they plan better, escalate earlier, and execute with more confidence.

Cadence also reinforces priorities. What leaders review consistently signals what truly matters. If everything is urgent, nothing is. Execution improves when leaders are disciplined about what they track and equally disciplined about what they do not.

Leaders who treat execution as an operational task, miss an opportunity to shape culture. Leaders who embrace execution as a leadership behavior create organizations that move with purpose, learn through action, and deliver consistently, even in complexity.

Accountability without micromanagement

There is a persistent myth that accountability requires micromanagement. In reality, micromanagement often arises when leaders have not provided sufficient clarity upfront.

At Avery Dennison, accountability is not about controlling how work gets done. It is about aligning on the outcome, the timeline, and the measures of success.

Once those are clear, leaders should step back. Do not disappear, but resist the urge to over-direct. Trust is reinforced when leaders allow teams to solve problems, make decisions, and course correct, while still holding the bar on results.

When execution slips, effective leaders do not jump straight to tactics. They ask better questions. What assumptions changed? Where clarity was lost. What constraint was not visible early enough?

That approach strengthens capability instead of undermining it.

Execution is where trust is built or lost

Teams pay close attention to whether leaders follow through. When leaders commit to priorities and then constantly change them, launch initiatives without staying engaged, or avoid hard conversations when progress stalls, trust erodes.

On the other hand, leaders who stay present through execution, even when conditions change, build credibility. They signal that commitments matter and that results are not optional.

Execution is also where leaders model resilience. Setbacks happen. Plans evolve. What teams remember is whether leaders stay grounded, adjust thoughtfully, and keep moving forward.

Delivering results is a leadership responsibility

Vision sets direction. Strategy defines choices. Execution is where leadership becomes tangible.

Leaders who treat execution as an operational task, miss an opportunity to shape culture. Leaders who embrace execution as a leadership behavior create organizations that move with purpose, learn through action, and deliver consistently, even in complexity.

Execution does not require leaders to do more work themselves. It requires them to do different work. Clarifying ownership, establishing rhythm, reinforcing accountability, and staying engaged without crowding the team.

That is not management. That is leadership.

And in the end, results are how leadership shows up in the real world.

Back to leadership perspectives