Peter F. Drucker defines “executives” as managers or individual professionals making decisions that have a significant impact on the performance and results of their organization. (The Effective Executive, page 8, paraphrased).

I’m going to go out on a limb here... YOU are an executive. Or, at least, an aspiring executive.

Even if you don’t have an “executive” title and tons of people reporting to you, your decisions make a significant impact.

But what if you are neglecting the most important areas that can have the biggest impact?

As a newly promoted leader in the Apple online store group in the mid-2000’s, I had taken on larger scope and multiple teams. I struggled to balance knowledge and involvement in the details with my other duties.

And being a former engineer didn’t help.

My natural tendency was to get too into the details, including doing more hands-on than I should have.

Sure, the things I did myself were necessary. And some of them turned out to be super important in the long run. Still, there was a missed opportunity for others to drive the details.

Maybe you’ve had a similar experience.

That’s why I developed the Leadership Superpowers framework. After years of leading teams at Apple and Amazon, and later advising tech executives, I discovered that great leadership isn’t about a single skill — it's about mutually reinforcing Superpowers.

Today, let’s talk about the three Executive Superpowers.

These aren’t just nice-to-have abilities. They’re the difference between drowning in details and driving real impact.

Let’s break them down:

The Foundation — Judgment

Having the Right Goals and Taking the Best Paths

Remember that time you were deep in a technical discussion and realized the team was solving the wrong problem?

That’s where Judgment comes in.

It’s about being:

• Strategic: Looking beyond the immediate technical challenge to see the bigger picture

• Pragmatic: Focusing on real-world impact over theoretical perfection

• Skeptical: Questioning assumptions without becoming cynical

• Patient: Taking the time to get things right, not just get things done

The Force Multiplier — Direction

Bringing Everything Together

This is where technical leaders struggle most. You can’t architect, design or code everything yourself anymore. Direction is about:

• Being Effective: Getting the right things done, not just the things in front of you

• Creating Systems: Building processes that scale beyond your personal capacity

• Delegating: Trusting others while maintaining accountability

• Being Discerning: Making good calls about people, priorities, and approaches

The Differentiator — Execution

Getting Things Done Right

This isn’t about working long hours. It's about:

• Taking Initiative: Moving things forward without being asked

• Planning deliberately instead of reacting constantly: Being intentional.

• Ensuring completeness and correctness at scale: The importance of Prudence

• Being Frugal: Maximizing impact with limited resources

Bringing It Together

The biggest gains come when these three work together. Judgment ensures you’re working on the right things. Direction helps you leverage your team effectively. Execution turns plans into reality.

Take a moment to reflect: Which of these Superpowers do you naturally gravitate toward? Which ones make you uncomfortable?

In my case, I had to consciously develop my Direction Superpower. My engineering background made me great at Execution, but I needed to learn to step back and guide rather than do.

Next Steps

Want to discover — and expand! — your Leadership Superpowers?

I’ve created a framework that helps you identify your strengths and areas for growth. What’s your #1 needed Superpower?

Link: Find out today — take the free 10-minute assessment.

P.S. Forward this to a colleague who’s stepping into a bigger leadership role. They’ll thank you for it.