Your org chart is a work of fiction.
If you were removed from your operations for 90 days, would your strategy accelerate—or would the system default to the path of least resistance?
We’re curious: How does the phrase "If it’s going to break, it’ll break in the middle" hit home?
You have the boxes. You have the lines. You have the names in the right places. But if you are still the primary "point of stability" for every decision, conflict, and execution gap, then the lines on your chart are meaningless. If it’s going to break, it will break in the middle.
Do you recognise this friction?
Three critical leadership breakpoints:
The Executive Firefighting Tax
Your day is consumed solving problems that should have died three levels below you.
The 'Last Mile' Mutation
Your R100M strategy is softened by a middle layer that lacks the command discipline to hold the line.
The Talent Leakage
You are losing your linchpins because they are tired of working in a system that depends on your heroics to stay stable.
What the experts say:
According to empirical industry tracking data verified by McKinsey & Company, the CEO directly controls only 45% of a company's performance. The remaining 55%—the tactical execution, the operational culture, the "last mile" stability—lives entirely in the middle.
IF IT'S GOING TO BREAK, IT'LL BREAK IN THE MIDDLE.