The two great elements of competitive advantage, so clearly obvious, yet so elusive, are mission and execution. Simply put, know what it is you do, and then do it. Yet, it is a really wonderful thing to contemplate how very few organizations are able to develop even an adequate focus on these. . .
Bear with me if you’ve seen this anecdote before on these pages: Years ago, a German field commander observed that since all military officers are either smart or stupid, and also either energetic or lazy, it is relatively simple, really, to classify them for assignment. . .
The key to prioritizing is to understand that it doesn’t mean merely what to do first, or what to do in which order. It means what to do, and – just as importantly – what to ignore. The hardest part, and the one that actually requires the greatest and most ruthless discipline, is to be inactive where that is vital to advancing (or, more typically, to removing impediments to the advancement of) your organization toward its goals. These temptations come from both without and within. . .
For greater convenience, get the Kindle version of this series!