Curate Friction.

The instinct is to remove friction from a decision. The discipline is to curate it - deliberately - because productive friction produces better argumentation, disentangles emotion from logic, and reveals how each contributor in the room actually thinks.

Every decision needs two kinds of mind - the operational (cadence, measurables, this quarter) and the strategic (vision, the lurking risk, the long arc) - and they will fight for influence. Manage the blend like a fuel mix, and measure each against what it is for: operational efficiency against the financials, long-term thinking against enterprise value created.