Recently I coached a group of new partners in a well-known, global professional services firm. The engagement consisted of reviewing each person’s 360-degree feedback while working with them to identify areas where they wanted to change their behavior to transition smoothly into their new roles. As partners, they’d still need to lead high-level client work, but they’d also be developing new business and charting the course for the firm’s future with their senior colleagues.

It’s important to note that each person I worked with was highly accomplished, very intelligent, and exceptionally capable in their work; as expected, their 360 ratings overall were well above the instrument’s average. What was unexpected—for me and them—was the consistent comment that they needed to be ‘more strategic’. When they first received this feedback, it was met with a mix of surprise and, in some instances, confusion. One partner went so far as to say he was ‘alarmed’ by the comment.

What’s the point? If you’re someone who’s been given this feedback too, don’t despair, you’re in good company. At very senior levels, in the most sophisticated firms, even accomplished leaders often need to be more strategic.