The downside of fighting every battle

Yesterday, a colleague asked to discuss a specific point of feedback I gave him: « What if his habit to dive into any detail and fight every battle had the downside of diluting his message about what matters for him? (If everything matters, then nothing is a priority.) »

Excerpts from the conversation:

- If I were to ask people working with you what are the top 3 things that matter to you, would they have an answer? Would they have the same answer?

- Maybe you’re pushing for some topics too broadly, dispersing your efforts and having zero impact, while focusing on a smaller part of the same topic would allow you to get traction faster, and build momentum?

- Instead of pushing for other topics than the company priorities, why not focus on how to leverage the natural momentum behind company priorities and use it to influence them in a direction that makes sense to you?

- When you voice a strong point of view on every single topic that comes your way, you lose the ability to draw attention (and trust) when you have a very strong point of view on something.

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