Years ago, my father was an OR (Operating Room) tech. He always had good stories at the end of a long day of work where a six-or-ten-hour surgery wasn't out of the ordinary.
On one of these particularly long operations, several hours in, the surgeon looks over at a tech (thankfully not my dad this time) and says:
Bring me a stool
The tech leaves for a moment, and returns with a step-stool. As in, a small ladder. To reach high things. A stool to which the surgeon responds with:
"What the fuck am I going to do with that!? I'm four hours into this surgery! I need to get off my fucking feet! Now go get me a goddamned stool so I can sit down!"
I forgot to mention, this was a military hospital.
The story is funny, but it illustrates a very important point that's covered in just about any military leadership (read, any general who has studied or written on war) as well as commanding organizational structures in the size of thousands of people. The point is this:
Do people understand what you're trying to accomplish?
It's on the soldier to interpret commands with the Commander's Intent. That's what allows them to make decisions quickly and not have to tangle you up in the decision process. But it's equally incumbent on the commander to be sure that the soldier fully comprehends what that Intent is. As a leader, it's your responsibility to be sure everyone knows why they're doing what they're doing.
Why is this so important?
Because people are going to be taking action on your behalf (i.e. in your absence, without your direct guidance/micromanaging). And they're going to encounter situations that you won't be able to predict. The only way to know that they stand a chance at making the right decision is to be sure they understand the end goal, why we're doing this in the first place, that they understand the Commander's Intent.