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mission fidelity rather than inconsistency when false assumptions are publicly retracted and subsequent pivots are explained. This approach is consistent with high-reliability organizations, where respect for expertise and an obsession with failure enhance resilience. Lastly, in order to enhance inclusive execution and ownership, I will fight process waste by limiting OKRs to what is necessary, replacing long-form approvals with bounded decision rights (also known as "advice process" with clear guidelines), and sunsetting reports that do not inform decisions. Research demonstrating that autonomy with explicit limitations improves speed and accountability without compromising alignment supports these changes (Gulati, 2018). Enable Others to Act Shared power, skill development, and psychological safety I will use Enable Others to Act to increase capability, confidence, and discretion in order to strengthen inclusive execution and ownership. First, I will foster psychological safety the collective conviction that taking interpersonal risks is safe by establishing clear norms (criticize ideas, not people), balancing airtime through organized turn-taking, and holding regular debriefings that emphasize learning and intelligent failures (Edmondson, 2024). Learning behavior, creativity, and performance in knowledge work are all positively correlated with psychological safety, particularly when combined with well-defined objectives and standards. Second, I will allocate power through "guardrailed empowerment," which includes designated decision owners, requirements for seeking advice on high-impact decisions, and clear standards for when to escalate. Higher levels of trust and commitment are associated with the fundamental mechanisms of Enable Others to Act: shared power and mutual respect (Challenge, n.d.). I will provide brief workshops on framing options, determining base rates, establishing priors, and taking "what would change my mind" notes to help the team develop decision literacy