We've made some moves at Argyle over the past several weeks in the name of removing distractions. Which is another way of saying that we've made certain decisions in an effort to focus on the most important thing.
Turns out this is really hard to do.
First, you have to clearly define the most important thing. This can be scary when you're a start-up in a dynamic market. Defining the most important thing requires ignoring other opportunities, which can be nerve wracking and can spawn second-guessing.
Then you have to know how to pursue the most important thing, which is a function of the clarity of the definition and your team. One can set a context and define a priority, but the method of pursuit is often best defined by the team that will do the work.
Then you have to actually pursue it in the face of 10,000 distractions - internal, external, personal, and otherwise. I think that this is the hardest part. It is so much easier to just react to whatever drops into your lap.
I think the framework holds up, but I don't feel like I'm doing a very good job of executing it. Though I think that it is a process and a skill that I can improve over time.