You can’t be everywhere at once, but you can keep your hand on the rudder.
First, make sure your vision is clear and that your people are following it. If your vision is murky, or too ambitious and likely to set up people for failure, you need to adjust course.
Next, establish regular check-in meetings with clear expectations of what you hope to accomplish. Use a standard template so everybody knows what will be covered in each meeting and how to prepare.
Finally, track outcomes. A manager who falls behind needs to come up with remedies, and someone who’s ahead of plan needs to share with you what is working and why.
— Adapted from Out-Executing the Competition, Irv Rothman, John Wiley & Sons.