Private Virtual Executive Forum
The Executive Clarity Gap
Why strategy loses
momentum between
the executive team and
the organization
9-10 a.m.
Thursday, Aug. 20, 2026
Live Virtual Event
Your executive team may agree on the strategy.
But is the organization receiving enough clarity to act on it?
Most organizations do not have a shortage of intelligence, ideas, or strategic priorities.
They have a clarity gap.
The executive team may believe the direction is understood, while leaders throughout the organization are still interpreting competing priorities, navigating inconsistent messages, and making decisions without a shared understanding of what matters most.
As organizations grow and change, that gap becomes increasingly expensive.
Decisions slow down. Functions move in different directions. Middle managers receive mixed signals. Leaders stay busy without advancing the most important priorities. Employees hear more communication—but experience less clarity.
Facilitated by CEO Tara Powers
WHAT WE’LL EXPLORE
The Four Executive Clarity Gaps
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Strategic Clarity
Does the executive team share a common understanding of the organization’s most important choices?
We will examine whether leaders are truly aligned on what matters most, what must change, what will be deprioritized, and how strategic choices should influence decisions throughout the business.
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Leadership Clarity
Do leaders know what the organization needs from them now?
As the business grows, the leadership behaviors that created earlier success may no longer be enough. We will explore how organizations define leadership expectations, assess readiness, and help leaders move from functional expertise to enterprise leadership.
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Cultural Clarity
Does the lived culture support the direction of the business?
We will look at the gap between stated values and the everyday behaviors leaders reward, tolerate, model, and reinforce—and how that gap affects trust, accountability, collaboration, and execution.
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Communication Clarity
Can direction move through the organization without becoming diluted or distorted?
We will explore why sending more communication does not necessarily create greater clarity—and what executives must do to help managers translate enterprise direction into meaningful priorities and decisions for their teams.
THE COST OF UNCLEAR DIRECTION
Where does strategy begin to lose momentum?
The breakdown rarely occurs because people do not care about the strategy.
It occurs when leaders leave the executive meeting with different interpretations of the decisions that were made, what should happen next, and what the organization most needs from them.
The Executive Clarity Gap often appears when:
Executives agree in the meeting but communicate different priorities afterward.
Leaders can describe the strategy but cannot explain the choices behind it.
Functions pursue competing goals, timelines, or definitions of success.
Managers are expected to translate strategy without enough context or direction.
Important decisions continue to rise back to the executive team.
Leadership expectations have not evolved as the organization has grown.
High-performing leaders are promoted without being prepared to lead across the enterprise.
The culture leaders say they want is different from the behavior the organization rewards or tolerates.
This forum will help you move beyond surface-level agreement and examine whether your leadership team is creating the conditions the organization needs to execute.
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“Tara is a forward-thinking, innovative, articulate, collaborative leader who executes! She truly understands the inner-workings of business - and is one of those rare few who truly "gets it." To be a great thought leader, one must share without fear and Tara fully understands and lives this with great success - and therefore she stands among the top breed of thought leaders today.”
Louis Carter, Most Loved Workplace® Founder and CEO
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“Tara is professional and extremely knowledgeable. Her approach is engaging, and she genuinely cares about her clients and their outcomes. She has always gone above and beyond and routinely keeps the team posted about best practices and the latest white papers related to leadership, coaching and team building.”
Kathryn Barker, SPHR, Sr. Director of Human Resources
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“In addition to professional excellence, I have found Tara to be a caring and committed business partner who is fully invested in the success of her clients. Her positive energy, personable approach and deep subject matter expertise make her the ideal partner for enhancing the quality and outcomes of any team meeting.”
Scott Pettingell, Director,
Management Consulting KPMG
Who Should Attend
THIS FORUM IS DESIGNED FOR:
CEOs, presidents, and senior executives responsible for business performance and organizational direction
CHROs, chief people officers, and senior HR executives advising the executive team
Talent and leadership executives responsible for leadership readiness and succession
Executives leading organizations through growth, transformation, restructuring, integration, or significant change
Leaders who recognize that execution depends on more than communicating the strategy
To protect the quality and confidentiality of the discussion, attendance will be limited.