Managers seeking executive roles should move beyond hands-on work, the article argues, by developing strategic thinking, executive presence and strategic delegation. These skills, it says, help connect teamwork to company goals, communicate clearly and give others ownership ofT.
For strategic thinking, the article recommends looking beyond a department’s immediate work to its effects across the organization, joining cross-functional projects, and considering trends or interdepartmental friction that could affect execution over the next 12 to 24 months. It describes executive presence as confidence, concise communication and curious listening—not simply charisma or public-speaking flair.
The article frames delegation as more than handing off tasks: it can develop team members’ subject expertise and free managers to focus on strategy. It warns that holding on to operational work or micromanaging can bottleneck team growth and limit a manager’s capacity.
