Life in teams today is fast and full of opportunity. When teams are unified, the abundance of opportunity can be a good thing. But when teams lack clarity of purpose, it becomes difficult if not impossible to discern which of these myriad opportunities are truly vital. The unintended consequence is that non-Essentialist managers try to get their teams to pursue too many things – and try to do too many things themselves as well – and the team plateaus in its progress.
