If Everything is a Priority, What Truly Matters?
When Everything is a Priority, Nothing Is
The statement, "everything is a priority," may seem like a call for diligence and high standards, but in practice, it leads to confusion, inefficiency, and burnout. As an educator in leadership, I emphasize to students and practitioners alike that clarity in setting priorities is not a luxury but a fundamental responsibility of leadership. When leaders fail to distinguish between what is urgent and what is important, teams can become directionless. Without a clear set of priorities, employees are left to interpret the mission on their own, which often results in duplicated efforts or, worse, critical tasks being neglected.
Leaders must understand that prioritization is a form of strategic communication. When leaders articulate priorities in order of importance, they are not only guiding action but also giving permission to staff to focus, to say no to less critical tasks, and to align their energy with organizational goals. Failure to do so can have significant consequences. According to the Harvard Business Review, leaders who fail to set clear priorities risk losing credibility among staff and stakeholders, as inconsistent or vague direction can be perceived as a lack of leadership competence or commitment to strategic outcomes1.
Allocating Resources to Match Stated Priorities
Declaring something a priority is only effective if it is backed by aligned resources. Leaders must ensure that time, personnel, funding, and training are directed toward the declared priorities. If a leader claims that a new initiative is critical but fails to provide the necessary support, they are unintentionally signaling that the initiative is optional or symbolic. This disconnect can erode trust in leadership and diminish employee motivation. Staff will naturally focus their attention on initiatives that receive sustained support and oversight.
For example, if a municipal agency launches a new employee wellness program and brands it as a top priority, but does not allocate budget for program coordinators, training modules, or time within the workday for participation, the initiative is unlikely to succeed. The absence of resource alignment can also have legal and reputational risks. According to the International City/County Management Association (ICMA), initiatives that lack adequate support are more likely to fail, which can impact staff morale, increase turnover, and affect the agency’s ability to attract talent in the future2.
Case Example: Launching an Employee Wellness Program
Consider the example of a city agency that wants to implement a comprehensive employee wellness program aimed at reducing burnout and improving job satisfaction. The program includes mental health workshops, subsidized gym memberships, and quarterly wellness challenges. Leadership announces the program with enthusiasm, but without a detailed implementation plan or budget. No additional staff are assigned, no time is provided for participation, and managers are minimally trained to encourage involvement.
Predictably, participation rates remain low. Employees express confusion about whether they are allowed to attend wellness sessions during work hours. Managers are uncertain how to support the program without impacting productivity. Eventually, the program is perceived as performative rather than substantive. By contrast, in agencies where wellness programs are supported with clear guidelines, designated time, and leadership involvement, participation rates and employee satisfaction are significantly higher3. Leadership visibility and a dedicated budget are essential for the program to be seen as both legitimate and valued.
Risks of Misalignment Between Priorities and Resources
When stated priorities lack resource backing, several organizational risks emerge. First, employee disengagement can increase, particularly among those who initially bought into the vision and invested time and energy into the initiative. When their efforts are unsupported or unrecognized, it not only demoralizes them but also discourages future innovation. This loss of discretionary effort can be difficult to recover.
Second, inconsistent follow-through damages leadership credibility. In the municipal environment, where transparency and accountability are paramount, this can have cascading effects. Residents and elected officials expect that agency resources are being used efficiently and strategically. If internal priorities are poorly managed, external stakeholders may question the agency’s overall effectiveness. The Government Finance Officers Association (GFOA) advises that aligning strategic objectives with resource allocation is essential to maintaining public trust and organizational performance4.
Actionable Tips for Leaders Setting Priorities
Leaders must begin by narrowing their focus to a manageable set of high-impact priorities. A practical method is to use a tiered framework: categorize initiatives into primary (must-do), secondary (should-do), and tertiary (nice-to-have) levels. This approach helps staff understand where to concentrate their efforts and how to make decisions when resources are constrained. Communicate these tiers clearly and revisit them regularly.
It is equally important to assign ownership and timelines to each priority. Identifying a responsible individual or team and establishing performance benchmarks creates accountability and momentum. Additionally, leaders should conduct regular progress reviews and solicit feedback to ensure initiatives stay on track. As McKinsey & Company notes, successful execution of strategic priorities depends not only on clarity but also on disciplined follow-through and feedback loops5.
Lead With Intention, Not Just Ambition
Great leadership is not about having numerous goals, but about having the courage to choose what matters most and the discipline to support it. Municipal leaders operate in complex environments with competing demands, but the ability to set and communicate focused priorities is what differentiates effective leadership. If you want your team to take your priorities seriously, show them you’re serious—back your words with action, allocate the necessary resources, and stay engaged throughout the process.
So here’s your call to action: The next time you’re tempted to say, “everything is a priority,” pause and ask yourself—what are the three things we absolutely must get right this quarter? Then, go tell your team. Leadership isn’t about doing it all; it’s about doing what matters, well.
Bibliography
Gavett, Gretchen. “Why Priorities Make Organizations More Effective.” Harvard Business Review, March 2014. https://hbr.org/2014/03/why-priorities-make-organizations-more-effective.
International City/County Management Association (ICMA). “Strategic Planning for Local Government: Aligning Priorities and Resources.” ICMA Guidebook, 2020. https://icma.org/documents/strategic-planning-guidebook.
National Association of Counties (NACo). “Wellness Programs in County Governments.” NACo Research Brief, 2021. https://www.naco.org/resources/wellness-programs-county-governments.
Government Finance Officers Association (GFOA). “Best Practices in Budgeting: Aligning Resources with Priorities.” GFOA, 2019. https://www.gfoa.org/materials/aligning-resources-priorities.
McKinsey & Company. “How to Translate Strategy into Results.” McKinsey Quarterly, October 2020. https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/how-to-translate-strategy-into-results.