The distinction between strategic and operational is something I've seen leaders struggle with constantly. The "moral purpose" trap is real, when stepping in to help becomes the default and suddenly there's no bandwidth left for actually shaping direction. I worked with a school where senior leadership spent 60% of their time on timetable fixes and abscence cover becuz "it's urgent," which meant actual strategic decisions got made reactively or not at all.
I look forward to reading the rest of the series. Great start.
The distinction between strategic and operational is something I've seen leaders struggle with constantly. The "moral purpose" trap is real, when stepping in to help becomes the default and suddenly there's no bandwidth left for actually shaping direction. I worked with a school where senior leadership spent 60% of their time on timetable fixes and abscence cover becuz "it's urgent," which meant actual strategic decisions got made reactively or not at all.