Some of the most important decisions a leader makes will produce little visible benefit during their tenure.
Investing in future talent, building infrastructure, developing new capabilities, entering markets that may take years to mature. All require resources today for returns that may arrive much later. And that creates an uncomfortable leadership dilemma.
At IMI’s recent National Leadership Summit, former Taoiseach Leo Varadkar questioned whether Ireland has a credible pipeline of major infrastructure projects beyond those already under way. He also highlighted how relatively short leadership tenures can encourage decisions that prioritise immediate results over longer-term outcomes.
The tension extends well beyond government. PwC’s 2026 Global CEO Survey found that chief executives spend 47% of their time on issues with a horizon of less than one year, compared with just 16% on decisions extending beyond five years. It raises an important question about how leadership success is defined.
Are we measuring leaders primarily by what they deliver, or also by what they make possible?
Quarterly results matter. So do annual targets and immediate operational performance. But an organisation can perform well today while quietly weakening its prospects for tomorrow. Underinvestment in leadership capability, innovation or infrastructure may not reveal its consequences for several years. By then, the people responsible for those decisions may have moved on. Effective strategic leadership therefore requires more than a compelling long-term vision.
It means making difficult investment choices now, protecting future priorities from immediate pressures and creating accountability for outcomes that extend beyond individual leadership tenures. Because leadership is not simply about leaving an organisation performing well. It is about leaving it better positioned to succeed.
What important decision are you postponing because its benefits may arrive after you’ve moved on?
To think more deeply about your leadership and the strategy of success, consider joining a cohort of your peers on the Diploma in Strategy and Innovation starting soon.
