Name: Tristan Pelloux

Title: Founder

Organisation: Strateg(Wh)y

Strategic advisor with over a decade of experience in business strategy, specialising in OKR-driven strategy execution, digital transformation, and advisory through my consultancy, StrategWhy. Additionally, I share my expertise as a visiting lecturer and researcher focused on advancing strategy execution frameworks.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Tristan's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

As an advisor, I act as an external leader, building trust by using data, staying organised, and managing stakeholders carefully. I focus on clear communication and practical solutions that meet the needs of employees, customers, and other stakeholders. By being transparent and reliable, I help everyone stay on the same page and work towards shared goals. My structured approach and open communication make it easier to build strong relationships and confidence across the board.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

To me, vision is about setting a clear, long-term goal for the organisation. Ultimately wants you to achieve. The mission is the purpose or “why” behind the business. These are critical, but their real value comes when they are directly linked to a practical, actionable plan. For me, it is all about strategy execution. In real-world business, vision and mission only drive results when they are tied to clear objectives and a roadmap for execution. They should inform strategy and guide priorities, ensuring that everyone knows how their work contributes to the bigger picture. By aligning tools like OKRs to the vision and mission, businesses can create a focused plan that turns big ideas into measurable results, bridging the gap between strategy and action.

3. How can a leader empower the people they're leading?

A leader empowers their team by providing clear direction and ensuring that everyone understands how their work contributes to the organisation’s goals. This begins with aligning the team’s objectives to the larger vision and mission, supported by a well-structured, actionable plan. Empowerment involves equipping people with the tools, resources, and trust they need to succeed. It’s about setting clear expectations, offering guidance, and allowing space for autonomy and innovation. Open communication and recognising achievements are key to building confidence and accountability. Linking empowerment to a strong strategy execution framework, like OKRs, ensures individuals are both motivated and aligned to deliver measurable results.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I’ve had the privilege of learning from many mentors throughout my career. Actually, if I look back most that I would consider mentors have been my managers or bosses at some point which I think confirms that a good manager is really important. But one who stands out is my first boss from my time in investment banking, someone I still consider a mentor today. His guidance has always been rooted in clear communication, analytical thinking, and taking ownership of decisions. Even now, I often reach out to him to bounce ideas and seek his perspective on challenges. His trust in my abilities during a complex deal early in my career taught me how to navigate high-pressure situations and take initiative. His advice continues to shape my leadership approach, particularly in empowering others and staying focused on delivering results.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

For me, maintaining focus is about knowing what not to prioritise. I avoid overloading myself with unnecessary tasks by staying aligned with the organisation's vision and objectives. This means being deliberate about what we take on and saying no to distractions that don’t serve our core goals. I use structured frameworks, like OKRs, to ensure that time and resources are dedicated to what truly matters. Regularly stepping back to reassess priorities helps me stay on track and avoid getting caught up in low-impact activities. By keeping the focus on clear goals and outcomes, I can lead with purpose and help the team achieve meaningful results.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

Planning is essential to my approach, and I structure it across daily, weekly, monthly, and yearly horizons to stay aligned with both immediate priorities and long-term goals. For the week ahead, I focus on actionable tasks and deliverables, ensuring they contribute to larger objectives. This involves reviewing progress, adjusting as needed, and staying organised with clear priorities. Monthly planning is about tracking milestones and evaluating outcomes against broader goals, allowing me to identify areas that need adjustment or additional focus. For the years ahead, I work with a structured framework like OKRs to align long-term vision with medium- and short-term objectives, creating a roadmap that connects strategy to execution. By keeping plans dynamic and regularly reassessing, I ensure I’m prepared for both immediate challenges and future opportunities.

7. What advice would you give to a young leader who is struggling to delegate effectively?

My advice to a young leader struggling to delegate is to start by building trust in your team’s abilities and recognising that delegation is not about giving away control but about empowering others to contribute. I know it sometimes feels uncomfortable but without delegation you will ultimately hit a wall. The secret is having smarter people working for you, leveraging their strengths allows you to focus on higher-level priorities. Begin by clearly defining the tasks, expectations, and outcomes, ensuring everyone understands their role. Start small. Delegate tasks that are important but not mission-critical to build confidence in both yourself and your team. Provide the necessary support and check in regularly without micromanaging. Remember, delegation is a skill that improves with practice, and it’s essential for growing as a leader and allowing your team to thrive. Trust the process, and don’t hesitate to ask for feedback to refine your approach.