Scaling leadership for compounding business outcomes

As a Business head, you promoted one of your strongest managers to run a small P&L. A year in, it is not working the way you expected. They deliver. They are respected. Something is missing, and the words available for it are unhelpfully vague: 'Not strategic enough, not yet operating at the level, still too close to the detail.' But no stakeholder (Business, HR, L&D) is able to tell what the person should be doing differently on Monday. The feedback words stay vague because