Ironically, TFA highlights this as a common anti-pattern:

> Don’t stop the deep-dives. Sometimes executives get confused (or are too afraid) to step on toes and so avoid getting into the weeds. It’s seen as a waste of time or somehow not practical to spend the exec team’s time discussion “lower level” things. But where there are critical initiatives (see John’s point about points of leverage) I think you should get into as much detail as you can.

The more execs gloss over details (e.g., technical challenges, requirements), the less valuable (maybe even more dangerous) their plans become.