If you’re an executive in manufacturing, you’re no stranger to juggling priorities. There are always countless projects to manage, new initiatives to start. But what if the key to meaningful progress and lasting success lies not in doing more, but in doing less? The most successful manufacturing leaders know that at any given moment, there is one thing they can do that will have the biggest impact on their business. Just one. They know that true progress happens when you commit to one clear, compelling goal—what I call a “Keystone Goal” —and elevate it above all else.
I refer to this as a Keystone Goal because it functions just like the keystone in an archway. Just as the keystone holds the structure together, your Keystone Goal will hold your efforts together, uniting your team and giving clear direction.
Having a Keystone Goal doesn’t mean abandoning all other tasks, but it does mean knowing what deserves the bulk of your attention and resources. When all efforts are aligned around this central objective, you create focus, minimize waste, and give your team a clear mission to rally around. When those things happen, you get your most important projects done more quickly, with greater results, and with fewer roadblocks and headaches. Let’s explore how narrowing your focus helps you get more done.
The Power of a Singular Focus
The Two-Rabbits Problem
There’s a well-known proverb from Confucius that says, “The man who chases two rabbits catches none.” Every executive should take this to heart, manufacturing or otherwise. Trying to “catch” too many goals simultaneously only spreads your focus, time, team, capital, and brainpower too thin, limiting what you can achieve.
It can be scary to stop chasing a rabbit that seems so promising. “How do I know which rabbit will lead to the most success?” “How do I know which goal I should purse?” These are legitimate questions, and we’ll get to some techniques to help overcome these objections. For now, it’s most important to remember that you make the most progress when you have the most focus.
My Own Turning Point
I know this struggle all too well. When I started Henry Rose Consulting, I initially had my hands in several big projects, thinking I could advance them all simultaneously. I had revenue coming in from three different sources, and being self-employed for the first time, I didn’t want to abandon any of them. Ironically, while advising clients to narrow their focus, I was doing the opposite.
My turning point came when I committed entirely to the manufacturing sector. This forced me to call some clients and tell them we’d no longer be working together. I sent them some recommendations for other providers and cut off that revenue. This hurt. But – my focus sharpened, and results soon followed. I became more resilient with a greater focus of what I was willing to work on.
Later, when I refined my focus even further and concentrated all my business development and innovation on building a mastermind group for manufacturing professionals, the momentum only increased. This ingrained in me even further that every leader—myself included—needs a clear “Keystone Goal.”
There can only be one top priority, and leaders who ignore that fact (like I did) do so at their own peril.
Lessons from Industry Giants
Luckily, I’m not alone in making the mistake of chasing multiple rabbits and catching none of them. Actually, I’m in pretty good company with other leaders who have made the same mistake.
- Apple
In 1997, when Steve Jobs returned to Apple, the company was in dire straits financially. Its product line was bloated, with several variations of similar products that were confusing customers and draining resources. Jobs made the bold decision to cut 70% of Apple’s products, streamlining the company’s focus down to a handful of core products like the iMac. By simplifying their offerings, Apple concentrated its efforts on innovation and excellence within a limited product range. This move transformed the company, helping Apple regain its competitive edge and ultimately become one of the most valuable companies in the world. - LEGO
In the early 2000s, LEGO was on the brink of bankruptcy, following years of unfocused expansion into areas like theme parks and apparel. They had hundreds of product variations and had strayed far from their core purpose: enabling creative play through building blocks. In 2004, LEGO returned to its roots, refocusing on their classic toy sets and popular themes like City, Castle, and Star Wars. This return to their core product offering reconnected LEGO with its customer base and turned the company back to profitability. By focusing on what they did best, LEGO revitalized its brand and returned to its core mission. - General Motors (GM)
In 2009, GM filed for bankruptcy, partly due to the financial strain of supporting an overloaded product line across multiple brands. During restructuring, GM made the strategic choice to cut four brands—Pontiac, Saturn, Hummer, and Saab—enabling them to focus on Chevrolet, Cadillac, GMC, and Buick. This decision allowed GM to streamline operations and concentrate on its best-performing vehicles. With fewer brands, GM could allocate resources more effectively, strengthening its market position and ultimately returning to profitability.
These examples highlight the power of focus and the impact of aligning resources around a single vision. Whether in technology, toys, or automotive, the most successful turnarounds come from knowing what matters most and committing fully to it.
Identifying Your “Keystone Goal”
At any given moment, there is exactly one strategic objective that is the best move a company can make – one objective that will make everything else easier or even unnecessary. As leaders, it’s our job to identify what that single action is or get really close to it.
If you agree with that idea, the next question is “How do you identify what that goal is?”
Well, it’s simple but not easy. Here’s how:
- Define Your Ideal Future: Picture what success looks like. Are you imagining higher productivity, entry into a new market, or smoother operations? A new sales manager, doubling revenue, or more time with your family? Get really clear. This step is crucial because if you aren’t clear on what you’re aiming for, you’re likely to either choose an unhelpful goal, or abandon the project when things get tough because your ideal future isn’t compelling enough.
- Compare with Today: Identify the gap between your current situation and this ideal. How would you measure your current situation with your ideal future in mind? Again, get clear.
- Determine the Impactful Actions: Now, think about steps you could take to move toward that future. There’s probably 7-10 actions you can think of immediately that will help. But which of these steps will have the most significant impact?
- Select Your Keystone Goal: Choose one goal—the step that would move you the furthest toward your ideal future in the most efficient manner. Make it clear, measurable, and memorable. This is your Keystone Goal. The one thing you should do right now to make your business better.
By choosing a Keystone Goal, you create a rallying point for your team and simplify decision-making, knowing that all efforts should align with this core objective. You know which projects to pursue and which to avoid, because you know where you’re headed and what you’re trying to achieve. So does everyone else on your team.
How to Achieve Your Keystone Goal
So, you’ve identified your Keystone Goal. But here’s the reality: knowing your goal is only the first step. The real challenge lies in achieving it. Without the right focus and resources, even the clearest goals can fall flat. Over the years, we’ve found that manufacturing executives who consistently reach their goals excel in three key areas. Let’s break these down:
1. Priorities
It’s not enough to know your Keystone Goal; you also need to understand the tactical steps that will move you toward it. This means deciding what actions will have the highest impact, when they should happen, and who is responsible. And just as importantly, you need clarity on your role in these actions.
Are you leading and casting the vision, ensuring everyone understands the “why” behind your goals? Or are you managing, guiding your team’s actions and keeping the project on course? Perhaps you’re in the role of a doer, getting into the details yourself—creating, designing, calling the shots. Each role is crucial but distinct. Knowing where you best contribute will help you use your time and energy effectively.
2. Team
Reaching your Keystone Goal also depends on having the right team in place. Just because you know where you’re headed doesn’t mean you’ve got the right people on board to get you there. Look at your current team and ask yourself: do you have the right people in the right seats, committed to the journey?
Success here means finding people who not only have the skills but are motivated to achieve the goal with you. And it’s not enough just to hire good people; they need the tools, support, and guidance to thrive. Invest in building and maintaining a strong team culture, and make sure your team has what they need to stay engaged and make progress on the Keystone Goal.
3. Time
Of all resources, time may be the most essential—and limited—factor. For manufacturing executives, finding the time to dedicate to a Keystone Goal often means making tough choices. If your goal requires 10 hours of focused work per week, and you’re already stretched thin, something has to give.
This might involve training your team to take on more responsibilities, outsourcing tasks, or even cutting some projects entirely. The priority is clear: once you’ve identified your Keystone Goal, everything else must take a back seat. Time must be allocated accordingly, allowing you to give your goal the attention it deserves without distractions.
By mastering your priorities, empowering your team, and managing your time effectively, you’ll give yourself the best chance of achieving the impact you envision.
Avoiding Common Pitfalls
Once you’ve identified your Keystone Goal, beware of two common traps:
Pitfall 1: Pursuing Multiple Priorities Simultaneously
It’s tempting to try to pursue several top goals at once, particularly in the name of diversification. But there can only be one top priority. As I learned in my own business, spreading yourself too thin divides your time, energy, and resources, creating confusion and ultimately reducing effectiveness.
Pitfall 2: Refusing to Pivot
Even with a clear focus, it’s important to revisit your Keystone Goal regularly. Business needs evolve, and what made sense six months ago may no longer be relevant. Check in on your Keystone Goal to confirm it’s still the best focus for your team’s efforts. Remember, a top priority isn’t set in stone; it’s a guide that should evolve as needed.
Pitfall 3: Struggling to Commit to a Keystone Goal
Say you’re bought into all this stuff and agree it’s the way to do things. You have a few potential Keystone Goals, each of which will move you toward your ideal future. But which is the best? At this point, it can be easy to think “well…it’s not that important that I have a single goal. These all seem so good, what’s the harm in chasing more than one?” Well, a lot. If you’re facing these thoughts, here’s how you commit to a single goal – View it as an experiment.
If you view it as a permanent choice, yeah, that’s a lot of pressure! But if you approach this decision like a scientist, who has a theory, a define test schedule, and an agreed-upon way to measure the results, there’s no pressure! If you choose one goal and evaluate the impact in 90 days, you can pivot at that time. With this new mindset, you now have the approach to make a decision, pursue it 100% without chasing other rabbits, because you know you can come back to them next quarter if necessary.
Signs You’re on the Wrong Track
How can you tell if your Keystone Goal is driving results? Just because you commit to a Keystone Goal doesn’t mean you’ll have immediate success. Two of the biggest signs we see that things aren’t working are:
- Projects Being Left Undone: If projects are consistently getting delayed or left incomplete, it could be a sign that there are too many priorities on your plate. Maybe you committed to a Keystone Goal in theory, but in practice you haven’t elevated it to priority number one. You have a bunch of “top priorities” competing for your time and attention, so none of them get finished.
- Team Misalignment: If team members aren’t taking the right actions toward your goal, it’s often a sign that you haven’t communicated the Keystone Goal clearly enough or are spreading focus too thin. This is different than incomplete projects. In this case, people are taking action, and they think it’s helpful action, but in reality, it’s not the direction you want the team to go. Most likely because you have one idea of what the company’s Keystone Goal is, and they have another.
Both issues suggest that your Keystone Goal isn’t clear or isn’t being executed effectively. Regularly reassess your focus to ensure you’re not inadvertently spreading yourself and your team too thin.
Conclusion: Start with Your Keystone Goal Today
The best manufacturing executives know that clarity and focus are essential to growth. By defining a Keystone Goal, you’re choosing to simplify and amplify your efforts toward real, lasting progress. Take a moment today to think about your own Keystone Goal. What’s the single most impactful objective that deserves your full attention? Define it, communicate it, and watch your team rally around it as your business takes steps toward meaningful success.