Focus More, then Less

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.

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