Too Many Goals But Not Enough Progress?

What No One Said They Needed

In the first few months of More For Many, I’m grateful I’ve already had the chance to work with seven different organizations on their strategic plans. The organizations vary widely in size and purpose, but pretty much every time I’ve started an engagement, I’ve had the same experience.

I review the work they’ve already done and find page after page of goals, initiatives, and action items. Dozens of priorities. Hundreds of tasks.

“How’s it going?” I’ll ask.

Long pause. “Honestly? Everyone is really busy, but ... it’s strange. Not enough is getting done on what matters most.”

Sound familiar?

And when I’ve asked the 60+ leaders of those same organizations about their biggest strategy challenges, the top answers have been finding open space in the market, committing to one direction, and deciding what to do next. 

Notice what no one said? “We don’t have enough goals.”

The struggle usually isn’t in setting targets. The challenge is getting clear about which target to focus on—and having the courage to stop aiming at everything else.

Leading into the new year, I’m writing a series called Strategy for What’s Next—seven posts between now and January to help you plan with clarity, then find the optimism to trust your plans.

The first two posts are live now:

• Before You Plan 2026, Make Sense of 2025. How to review without rehashing.
• Three Things to Stop Doing in 2026. A simple framework to help you decide what matters and remove what doesn't. 

More coming each week through January.

A quick Thanksgiving note: It’s not lost on me that, in the year I launched a company called More For Many, I’ve received so much from friends and colleagues far and wide. What a blessing you are! Thank you for your encouragement and support.

I hope this week brings you rest, good food, and a moment to breathe before the year-end rush.

What’s the one thing you already know you should stop doing in 2026? Hit reply and let me know.

Jeff Shuck, President

This story originally appeared in our monthly newsletter, where we share insights on strategy, leadership, and purpose-driven work.

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