IMO this is such a manager-brained take. If your long-term strategic goals aren't being advanced, you have to figure out why. Talk to your team and figure out what the deal is. Talk to other teams too, while you're at it. You might accidentally solve a problem.

The number of managers who've successfully convinced themselves that knowing things and making decisions aren't part of their job, and just fill their days with arm-twisting and event-planning, is literally unbelievable to me. I've never met a founder with the attitude "yes I'll just put the stakeholders in an alignment meeting and my company will build itself," but somehow half the of the rest of leadership thinks that's a job.

You know what, I read it again and I don't even disagree with the concrete advice in the post—weekly meeting, starting with open tasks from last week—which I would characterize as a basic, ubiquitous, almost anodyne organizational coordination tool. My problem is this part:

> Everyone has other obligations, fires to put out, and emails to answer. It’s easy for long-term strategic, high-impact work to sink to the bottom of everyone’s todo list...this creates pressure on everyone to make progress.

One experience among many: I spent a very painful six months as a new grad, in a particularly dysfunctional corner of a mildly dysfunctional organization, in hours of daily back-to-back arm-twisty status meetings with team after team who wanted something from me and were sure this would get it (after which I would stay up all night working, since that was the only time I had left for that).

You know how it ended? The tech lead on my team cornered me in a conference room to find out why nothing was getting done, and I fully lost it with the guy. Like just started shouting that the actual consequences of ignoring the things people wanted ignored were transparently not acceptable, and I was barely sleeping trying to hold everything together. He got very quiet, said "ok," and we started going to meetings together and saying no to stuff. The amount that was collectively being demanded from me/us exceeded what could be delivered, but no one was on triage duty.

I've learned quite a bit since then (including spending a few years in management), so I've gotten better at understanding what's happening and asking for what I need. I've just also decided that "it's not my role to figure it out" managers (and PMs) are like rocks in the bowels of an organization. They’re in the way, subtly, quietly making everything bloated and painful as long as they’re there.