Working with Intention: Self-reflection and the use of the five whys requires an open mind and a strong ego in order to challenge potential unconscious bias and consider answers that may not be popular or fit neatly into existing narratives. Hence, it's seldom the case that meaningful results come solely from self-reflection exercises. To make more progress, we will need the help of our coaches and mentors.

Optimally, your company’s budget should be an elegant financial expression of a tight, cohesive storyline that explains how tactics and execution in the upcoming year align with the company’s purpose, long-term vision, and master (or top level) goals.

The point I’m driving at is that while you as a leader may do just fine with the ambiguity of unfinished goals—simultaneously cleaning up last year’s mess and rolling out shiny new initiatives, many of your people detest loose ends, unfinished business, and incomplete goals.

What do your people want (other than more money)? They want clarity, autonomy, empowerment, respect, and organizational accountability. They want to make a difference and do good, meaningful work. They want to know that leadership cares and that everyone in the company is rowing in the same direction with the same commitment and vigor that they apply to their own work.

Requiring everyone to sit next to each other in a physical space will not drive an enlightened corporate culture—giving individuals and teams meaningful work and a sense of purpose is what matters.

When purpose and vision are not clear, the status quo becomes a warm, comfortable blanket to snuggle up in. It takes discipline to get to where you want to go. When you take a look around at the “successful” people in your life, I’d put all the money in my pocket on the bet that they all share the skill of discipline.