When I first stepped into the role of CEO, it felt pretty intimidating. I knew I was surrounded by a team of exceptionally talented people, and though I had a solid background in strategic and tactical planning, it’s a whole different ballgame when you’re the one in charge. The responsibility to get things right is enormous, and the pressure is real. One of the first things I did was establish a clear planning process. We asked each leader to define their purpose, identify the key processes that drove that purpose, and every year, map out what they aimed to accomplish in their areas. This included setting their top five priorities each quarter.
This focus on priority setting has only grown in importance for me over the 15 years I’ve served in this role. Two stories come to mind that illustrate the value of this discipline. The first was with one of the sharpest engineers with whom I’ve ever worked. When I asked him to name his top five priorities, he shot back, “Doyle, I have 724 things to get done, and you want me to narrow it down to five?” If I had the experience then that I do now, I would have been able to answer him directly: “We all have a long list, but do you know which ones are the most important?”
Years later, another talented executive—this time in charge of supply chain—challenged me on the number five. “Doyle, why do you keep asking for five things?” he asked. “Wouldn’t it be better to just focus on two or three and really nail those?” He had a point, and over time, I’ve come to realize that the skill of identifying the high-value items is perhaps one of the most crucial skills a leader can develop.
Today, I still ask teams to list their top five priorities, but I also ask them to rank those in order. The ranking isn’t about getting the list correct; it’s about building the discipline to weigh and measure what truly matters. I encourage them to ask themselves: Are these priorities addressing immediate needs, and do they align with our strategic objectives? Are they creating lasting value or just quick fixes? And are we choosing work that directly impacts the key metrics telling us if we’re winning or losing?
Reflecting back, I sometimes joke that I wish I could redo that first conversation I had with the engineer. Today, I’d respond, “We all have 724 things to do, but if you can’t pick the top five, I might need to fire you.” Of course, I’m not advocating for firing anyone over this—but it helps make the importance of the point. It’s essential that leaders focus energy and resources on the right fights for the organization’s stakeholders. Prioritization isn’t just about time management; it’s about taking our best shot at making a real impact where it counts most.