Here’s an interesting trend I’ve observed: senior leaders who love diving into the details. They’re strategic thinkers, but they often find comfort in operating at a granular level. They believe being deeply involved in every decision is their key responsibility.

The result? Meetings overrun, analysis feels never-ending, and teams spend hours preparing for meetings, anticipating detailed questions. As solutions evolve—and they always do—teams are sent back to rework their analysis multiple times to accommodate shifting options.

But is this truly the best use of time? A critical leadership skill isn’t just knowing how to “zoom in and zoom out,” but understanding when to shift perspectives and how long to stay at each level.

The Higher You Go, the Longer You Should Stay Zoomed Out

As leaders rise in their roles, their focus must shift toward setting broad direction and empowering their teams to handle the details. That’s what teams are there for.

However, many leaders struggle with ambiguity and compensate by staying zoomed in until they feel confident enough to proceed. While this approach might feel reassuring, it’s often counterproductive. It slows decision-making and inhibits progress.

Ask yourself:

• Do I have enough data to make the first-level decision?

• Am I satisfying a need for certainty that doesn’t actually help the team move forward?

Some leaders make matters worse by planning out mundane activities in exhaustive detail. While it’s comforting to have every scenario mapped out, agility—the ability to pivot quickly and respond in real time—is far more valuable in today’s fast-paced environment.

The Cost of Staying Zoomed In Too Long

Focusing excessively on details risks missing the forest for the trees. Staying zoomed out allows you to see the bigger picture and focus on directional strategy.

In today’s world, most decision-making is better suited to speed and experimentation, except in high-risk scenarios. Many business decisions are won through quick execution and the ability to adapt, rather than perfecting analysis before acting.

Here’s a perspective shift:

• “Zoom in” just enough to understand the problem and empower your team to handle the details.

• Consider the opportunity cost every time you demand a deeper dive—hours of preparation that could be spent executing.

Big-picture operators reach quality decisions faster because they make inferences, take directional cues, and trust their teams.

Trust Your Team and Learn to Let Go

Sitting in a meeting with senior leaders should feel fundamentally different from a meeting with the technical team. If it doesn’t, it’s a sign the leader hasn’t calibrated their focus to match their role.

Letting go doesn’t mean abdicating responsibility—it means trusting your team to deliver while you provide the broader vision and guidance.

Conclusion

Give it a try. Resist the urge to linger in the details. Zoom out, trust your team, and focus on what matters most: moving forward. You might be surprised at how often you reach equally sound decisions faster, with less time spent micromanaging.

Sometimes, less is better.