You’ve just been promoted to a new leadership position. But instead of being granted the necessary space to think strategically, you’re being pulled back into the weeds and constantly getting entangled in tactical reviews and overly frequent check-ins. Unless something changes, not only could you squander the chance to be a strategic value creator, but you’ll lose your team’s confidence as they restlessly wait for your vision and direction. This is a common problem: Research shows many midlevel and senior leaders still spend a disproportionate amount of time on tactical work rather than enterprise leadership. In my coaching work with senior leaders, I’ve found that while promotions provide the potential to lead strategically, they don’t always grant permission to do so. To gain that, you must do the hidden (and harder) work of redefining how you think, behave, and interact within the system, and be adaptable to the unpredictable needs of the stakeholders you need to influence. Consider these five strategies to protect your ability to lead at the altitude your new role requires—and that your team needs to succeed.

Understand what’s behind the pressure to stay tactical.

The pull back into the weeds rarely comes from a single source. Your company’s overall culture, your boss, your peers, or even your own habits can hold you back.

If your boss is the one keeping you at a tactical level, examine what their motivation may be. A common reason is an insecurity about ceding control. Often, they have held the job of their direct report before, so hovering over familiar concerns can be much more comfortable than facing their own daunting learning curve.

I once coached a newly promoted VP whose boss had become an SVP overseeing multiple business units in the company. Because the SVP had personally run my client’s division for years, he struggled to let go of intervening in the VP’s work. Six months into the transition, the SVP was still reviewing every decision, overriding calls, and re-engaging in tactical discussions he no longer needed to oversee. While he explained his involvement as giving feedback and advice, he was “overhelping,” a seemingly benign act that research suggests can ultimately erode trust, autonomy, and performance.

Your boss may also keep you in the weeds because the culture demands the same of them. I coached the executive team at a former startup (now public company) where the early-stage habit of leaders being involved in every issue never went away. People who delegated too much or focused on strategy over daily execution were seen as aloof and “acting like a consultant” rather than a value-added teammate.

Redefine expectations with an eye on partnership.

Once you recognize the sources of tactical drag in your role, look for ways to strengthen partnerships and reduce friction. Start by assuming positive intent: In many cases, people simply haven’t yet updated their understanding of the leader you are becoming or how your elevation benefits them.

The VP referenced earlier chose this mindset with his SVP. Rather than viewing his boss’s excessive involvement as a judgment on his capability, he recognized that his boss hadn’t yet redefined his own identity, leaving expectations and permissions outdated for both.

To shift the dynamic, my client proactively reset his mandate and framed it as a shared effort that could benefit both. He said: “As I step more fully into this role, I want to ensure I’m creating leverage for you, not dependency. To do that, I’d like to align on decision rights. Here are the ones I believe I should own, the ones I’ll keep you informed on, and the rare situations I’ll escalate to you. Does this look right, or would you shift anything?” This co-creative approach invited partnership while also signaling his readiness to lead at a higher level

You can take a similar stance with peers who still expect you to operate as you once did. Begin with, “I think there’s room for us to work more cleanly across our groups,” then clarify shared decision ownership and explain how you’re transitioning responsibilities to your team while remaining close enough to offer support.

Even in cultures that expect leaders to stay hands-on, you can still carve out strategic space. Spend time “under the hood” where necessary, but also invest in higher-level activities like building alliances across divisions, shaping cross-functional initiatives, and contributing thought leadership that expands the company’s external presence. These actions elevate your influence and reinforce your identity as a strategic leader.

Build strategic proof early.

While you reset expectations, you can also show what strategic leadership looks like. Remember that in organizational life, leaders are evaluated by the behaviors others observe, not just the scope of their role. By contributing on enterprise-level needs and generating visible value, you will slowly shift how others choose to work with you.

I once coached a newly promoted VP of HR whose CEO still treated her like the tactical HR director she had been for many years. Every issue flowed to her desk: compensation changes, employee disputes, and any administrative need relating to people. To shift the CEO’s perception of how best to partner together, she focused on building early strategic value. She reframed her updates from task lists to insights about trends that posed risks or opportunities. She also surfaced longer-horizon issues before the CEO asked. Behind the scenes, she eliminated recurring problems, so fewer tactical needs reached him. And she delegated more ownership to her team to free up her own capacity.

Soon enough, the CEO began to use her as an advisor on strategic topics like succession planning, team dynamics, and long-range talent needs, rather than an order-taker. The shift happened not because she asked for more strategic space, but because she modeled it first.

Redesign your operating rhythm.

Often, it’s the leader’s own habits that are to blame for limiting strategic contribution. Once you’ve recalibrated expectations with your colleagues and demonstrated early strategic wins, don’t let your own operating systems pull you back in the weeds.

Take a quick glance at your calendar and ask yourself if it still reflects the activities, information flow, and ownership items of your prior role. Just as you need your boss to step back to empower you, you must redesign where you spend your time and which decisions to let your team fully own.

Start by meeting with your team, administrative assistant, and key stakeholders and say, “In order for me to better anticipate issues, advocate for you, and capitalize on opportunities for the business, I need to adjust which things I get involved in, and what I can look to you to own.” Then lay out some meaningful changes to the operating rhythm that can help you reclaim agency over your time and give them the chance to step up.

Consider stepping out of overly frequent operational check-ins and instead delegate attendance to a high-potential direct report as a stretch assignment. You can also redesign your one-on-ones to focus on enterprise implications rather than tasks and ask your team to bring issues only with recommended solutions. In addition, protect strategic time each week on your calendar to scan the organization and identify issues like early talent risks, or shape cross-functional conversations before they become issues.

These shifts change how others experience your leadership. You become selective with your attention, and others must earn your time instead of assuming access. The more consistent you are in operating at a certain altitude, the more others perceive you as owning that space.

Upgrade your leadership bench.

While assigning more ownership to your team is a necessary step for you to maintain leadership altitude, it’s not enough to ensure success. You must actively evaluate and develop your leadership team so that they’re absorbing complexity and making sound decisions through uncertainty. Shift your view of them from an execution team to your bench of future leaders whose improved judgment will ultimately determine whether you can operate at the next level.

One of my clients, a newly promoted SVP of engineering, was given the space to operate strategically by his CEO. But whenever he tried to focus on enterprise-level work, he was pulled back into operational issues because many of the decisions he delegated were poorly considered or incomplete. He quickly realized that simply empowering others wouldn’t work. He needed to assess each leader’s readiness, evaluate decision quality, and understand how well they were learning as they navigated greater uncertainty.

He began by sharing clear criteria for strong decision-making, such as anticipating risks, scenario planning, and recognizing cross-functional implications. He then coached in real time, asking direct reports to walk through their reasoning before offering his own perspective. This allowed him to gauge their preparedness while stretching their capability. As he invested in building skills rather than pushing decisions downward, the team’s work quality and confidence improved. With a stronger, more reliable bench beneath him, he had the foundation needed to lead at a truly strategic level.

. . .

Senior-level promotions are an opportunity for leaders to impact a company’s strategy, but they don’t always prevent tactical drag. By following these steps, you can protect your strategic space and lead at the scale you and your organization need.