They Heard You, They Nodded...So Why Aren't Things Moving Like They Should?

You explained it clearly. You walked through the reasoning. You answered their questions.

When you looked around the room (or the Zoom/Teams call), people nodded.

So why, days or weeks later, does if feel like things are moving at a snail's pace?

Why do you feel like you’re still the one poking and prodding to get things going?

You start second-guessing yourself and wondering:

• Did they actually understand?
• Are they waiting for me to push harder?
• Do they think they’re moving (but it’s not at the speed or level I expected?)
• Or, did they just nod along with no real intention of following through?

Progress is happening, but it’s inconsistent, slow, or off-track. There is no urgency, and you know that if things don’t shift soon, it won’t just be their problem—it’ll be yours.

Your name is attached to this. Your reputation is on the line.

So how do you get things moving without micromanaging, without unnecessary tension, and without burning yourself out?

The Frustrating Truth About Intentional Leadership

One of the most frustrating parts of leadership—especially for high-performing, fast-moving leaders—is knowing that there are times when you have to slow down and address the friction first so the team can move faster in the long run.

It’s counterintuitive. When urgency is high, you don’t want to slow down. You want to push harder, move faster, and force momentum.

But forcing movement without fixing the friction only creates drag.

It’s like hitting the gas when your wheels are stuck in the mud. You might move, but it won’t be smooth, aligned, or efficient. And in some cases? You’ll just burn out the engine.

Four Reasons Things Aren’t Moving Like They Should

Sometimes, managers or leaders assume that if things aren’t moving, it’s because:

• People aren’t working hard enough.
• They don’t fully understand the urgency.
• The message wasn’t clear enough.

But in reality, misaligned or slow progress usually comes from one of these four issues:

1. They don't feel the pressure like you do.

It’s not that people didn’t hear you. It’s that they don’t think it matters enough to change.

• They think it’s a low-stakes issue.
• They assume they have more time than they actually do.
• They don’t see how it personally impacts them.

How to fix it:

1. Remove the illusion of "we have time." Urgency needs to be real, not performative. If people think deadlines are flexible, they’ll act like they are.
2. Reframe urgency so they feel it too. Not in a fear-based way, but in a way that creates personal ownership and consequence.
3. Make it clear what happens if they DON’T move. Not as a threat, but as a real-world ripple effect.

If people see this as optional, they won’t prioritize it.

2. They’re moving, but in the wrong direction.

Sometimes, the issue isn’t that people aren’t listening. It’s that they’re quietly resisting or misinterpreting.

• They’re taking action, but not the right kind.
• They misunderstood the goal or think they know better.
• They don’t see how their work connects to the larger mission.

How to fix it:

1. Check for misalignment before assuming they’re just “slow.” Ask them to summarize what they think the goal is. What they say might surprise you.
2. Ensure they see the full picture, not just their piece of it. People work harder when they understand why it matters beyond their task list.
3. Address quiet resistance. Just because they’re “doing the work” doesn’t mean they’re bought in.

If they don’t feel personally connected to the goal, their effort will always be half-hearted.

3. They’re working, but it’s not their top priority.

Some people aren’t resisting on purpose. They’re just completely tapped out.

• They’re juggling too much already.
• They’re mentally and emotionally exhausted.
• They don’t have the capacity to process the change, let alone act on it.

How to fix it:

1. Acknowledge workload realities. If they’re overloaded, pushing harder won’t fix burnout. It will just make them more resentful.
2. Prioritize what actually matters. If everything is urgent, nothing is.
3. Remove unnecessary friction. Sometimes, making room for action is the first action.

You can push for urgency without ignoring capacity.

4. They’re complying, but not fully bought in.

If people don’t like, trust, or respect you, it doesn’t matter how clear or urgent your message is.

• They don’t believe you have their best interests in mind.
• They’ve been burned before by leadership decisions.
• They feel like they’re being told—not included.

How to fix it:

1. Build credibility before you need it. Trust isn’t automatic. It’s earned in small, consistent ways.
2. Make people feel like part of the process. People buy in more when they feel ownership.
3. Deliver tough messages with credibility, not just authority.

If they don’t trust the messenger, they’ll ignore the message.

One of The Hardest Parts of Leadership Is Navigating the Gray Area in Real-Time

Even when you diagnose what’s wrong, how do you actually move people forward?

Most leaders are taught how to communicate expectations, set clear goals, and drive accountability. But what’s harder to teach—and even harder to master—is the real-time balancing act:

1. Authority (so people take action) with Care (so people don’t disengage).
2. Urgency (so things move forward) with Space (so resistance doesn’t build).
3. Accountability (so expectations are met) with Trust (so people don’t feel micromanaged).

It’s not that leadership training doesn’t cover this. It’s that knowing the concept is different from knowing how to do it in the moment, when the stakes are high.

This is where many leaders get stuck—not because they lack skill, but because they have difficulty reading the room, adjusting their approach, and leading through the tension as it’s unfolding.

And that’s the real work. The difference between leaders who stay frustrated and those who get people to follow through isn’t just knowledge. It’s the ability to navigate nuance, resistance, and momentum shifts in real time.

The Takeaway

If things aren’t moving fast enough or in the right way, the problem isn’t just what you’re saying. It’s what’s blocking people from fully engaging, taking ownership, and following through.

Leadership isn’t just about knowing these dynamics exist. It’s about navigating them in the moment, when the tension is real.

This is what separates frustrated leaders from those who move people forward with clarity, confidence, and momentum.

Until you figure out whether the roadblock is 1) apathy, 2) misalignment, 3) overload, or 4) distrust, you’ll stay stuck in the same cycle.

Which of these four challenges do you see most in your organization? Share your experiences either via the comments or DM.

Want to Learn More?

If your team is struggling with slow or inconsistent execution, let’s talk.

In working with leaders, oftentimes, I notice that execution problems are rarely just about execution. They’re often a symptom of misalignment, unclear communication, competing priorities, exhaustion, or resistance beneath the surface.

I help leaders not just get their people to take action with more urgency and buy-in but also:

• Communicate in a way that actually lands, so people understand and act.
• Navigate the tension between authority and care, so leadership doesn’t feel like a constant push-pull.
• Hold space for tough conversations, resistance, and change, so progress happens without unnecessary friction.
• Move their teams forward with confidence, even when things feel stuck.

This is the real work, and if you're feeling the pressure, know that you don’t have to figure it out by yourself.

Schedule a Maximizer Discovery call. Let's discuss some of the challenges you're facing as you work to move your team forward right now and how I can support you.