Your management resolutions keep dying between deciding and doing. The fix isn't more discipline; it's a specific if-then sentence with a real track record.
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Most teams sequence work by who shouts loudest or which task feels quickest. Cost of delay prices what waiting actually costs, and changes the order entirely.
Capable new leaders stall because they push change before the team trusts them. Edwin Hollander's idiosyncrasy credit explains the account you fill first.
You predict three hours. It takes five. The planning fallacy explains why managers underestimate their own work, and the fix is one question.
The work that fails is rarely the hard, novel work. It is the routine work your best people know cold, and a good checklist is the cheapest fix most teams refuse to use.
The weak performer on your team may be responding to how you manage them. How the set-up-to-fail cycle starts, and how to reverse it before it costs you a capable person.