I'd add one more suggestion: that the manager think through -- at a high level -- the challenges and potential traps of executing her/his strategic initiative before tasking subordniates to "make it so." While your article insightfully points out why subordinates may see execution choices differently, it is possible that the root cause disconnects betweenorganizatinal levels actually reflects flaws and incomplete thinking behind the initial directive. So the suggestions you make are excellent steps to stress-test the thinking on "execution" at BOTH organizational levels.

BTW, I think your invocation of the Greek gods should be spelled Sisyphean, as in "Uber's Sisyphean quest for profitabilty."