Cutting-edge firms actively communicate the broader context to their members (market opportunities and threats, financial realities . . . ).
They then clarify their vital few strategic priorities—the three or four goals that must be achieved to move the firm or team forward.
These priorities are defined in a manner that ensures that everyone knows what success looks like, including performance metrics and accountabilities.
Cutting-edge firms, however, also understand that too much focus can be self-defeating—thus, they foster ongoing experimentation in an attempt to identify innovative customer and revenue opportunities.
