In a recent conversation about goal prioritization with managers from a fintech company, the energy in the room was palpable. One manager asked pointedly: "Can you make sure our execs hear this same thing?" The implication was clear: prioritization needs to start at the top.
Having had this conversation countless times with leadership teams, I know the resistance is real. When executives set long lists of objectives instead of prioritizing, it stems from fear—fear that teams will coast when they see the finish line, or that narrowing focus means leaving critical work undone. My experience, and the research, prove otherwise.
A Stanford study found that people with prioritized goals are 40% more likely to achieve them compared to those with unprioritized goal lists. Further research shows that prioritization actually increases motivation: progress on a clear priority creates momentum that drives further progress.
The breakdown I observe happens in two places. First, many teams lack the discipline to honor their prioritization. As business needs arise, they add new objectives without deprioritizing anything—the list only grows. Second, teams often fail to consistently check in on goal progress and hold themselves accountable to what they committed to.
To my mind, one of the primary jobs of leadership teams is exactly this: continuously reassessing priorities and making the hard calls about what gets deprioritized when something new emerges. It's also their job to create space—removing obstacles and managing context shifts—so execution can actually happen.
Ruthless prioritization begets ruthless execution.