Much of the leadership development conversation centres on what we do: strategies, decisions, results. But just beneath the surface, there’s another layer of effort shaping how leaders operate. It’s subtle, often invisible to others, and surprisingly exhausting. I call it executive vigilance.

It’s easy to become the go-to expert, and harder to shift into enterprise leadership. That transition is rarely about working harder. It’s about leading differently – in, not alongside, the organisation.