We Only Go as Far as Our Systems

James Clear once wrote, “We don’t rise to the level of our goals, we fall to the level of our systems.”

When performance falls short, leaders often respond by raising the bar. They set a loftier vision, announce a bold new strategy, or demand higher expectations. It feels inspiring in the moment, but most recurring problems are not solved by aiming higher. They are solved by stepping back, looking deeper, and finding the forces that create them in the first place.

It's much more likely that the results you are getting today are a function of the systems your team operates in every day. If you want better outcomes, start with reviewing systems and norms your team has adopted. If you are asking yourself whether these kinds of investments are worth it, start with your people. Without intentional systems, they shoulder the burden. They wake up each day to navigate the avalanche of uncertainty that unclear systems and undefined norms create.

Here are three common sub-systems you can start with. Each includes a picture of what happens when the system hasn't received much attention, and what is possible when it is designed with intention.

1. Sub-System: Prioritization Rhythms

❌ Broken System: Janet’s Story

Janet was disciplined and deeply committed. She came to every leadership meeting prepared, notebook in hand, ready to engage in meaningful work.

But each week the group reviewed a dozen projects and urgent fires without ever clarifying the top three priorities. Janet left guessing which goals mattered most. Should she double down on the new product launch, or spread herself across culture-building work, technology, and customer issues? No one worked harder than her, but she wasn’t sure where to focus her best efforts.

Impact on the team: Energy scattered and big goals stalled.

Impact on Janet: She carried the burden of uncertainty, working long hours but feeling burned out and unsure her effort mattered.

✅ Working System

Another team took a different approach. At the start of each quarter, they chose three top priorities, each with a clear owner. Weekly meetings began with a review of progress on those goals.

Instead of debating which fire mattered most, they stayed aligned and moved forward together. If a new priority emerged in the middle of the quarter, they looked at their existing priorities and evaluated if their was anything they could shift. They only pursued emerging priorities if they agreed as a team they could shift an existing one.

Impact on the team: Alignment sharpened and execution accelerated.

Impact on individuals: Leaders felt clarity and confidence. They no longer had to be superheroes to make progress.

2. Sub-System: Norms and Practices for Addressing Conflict

❌ Broken System: Marcus' Story

Marcus valued harmony. But in meetings, when marketing argued for making quick decisions and operations insisted on quality, he stayed silent. The team had no system for conflict, so the CEO usually moved the conversation along.

The tension did not disappear. It surfaced in hallway conversations and missed deadlines. Marcus left drained, knowing issues were not resolved but lacking a safe way to engage.

Impact on the team: Decisions stalled, trust eroded, and silos deepened.

Impact on Marcus: He felt stuck, caught between speaking up without support or retreating into silence.

✅ Working System

A different team named having a strong ability to navigate conflict as a critical part of its culture. They set norms such as debate the idea, not the person, and keep hard conversations in the room. They even invested in training and practice to help them build their muscle memory in it.

When disagreements arose, they leaned in. Meetings grew more intense, but decisions stuck and as they successfully navigated each new conflict their trust deepened.

Impact on the team: Greater resolve on their decisions and greater trust.

Impact on individuals: Leaders like Marcus felt supported. Speaking up was not risky, it was expected.

3. Sub-System: Process for Review Financials

❌ Broken System: Sonia’s Story

Sonia poured her energy into the mission. She led her department with creativity and commitment. But she always felt hamstrung. The financial picture of the organization was managed by only a few executives, and Sonia rarely had full visibility. She knew her work mattered, but she could not see how it connected to revenue growth or which expenses carried the most weight.

She made the best decisions she could, but often in the dark. Ideas that might have unlocked new revenue streams went unexplored. Efficiency gains that could have reduced costs were missed. Sonia worked hard, but without the system to give her clarity, she was not empowered to lead with her greatest impact.

Impact on the team: Decisions concentrated at the top left others under-informed and underutilized. Opportunities were lost and problems often surfaced too late.

Impact on Sonia: She felt sidelined. Despite her effort and passion, she carried the frustration of knowing she could contribute more if only she understood where to focus her team's efforts.

✅ Working System

Another organization built a simple monthly rhythm to review the full financial picture together. Leaders discussed not just numbers, but patterns, risks, and opportunities.

Suddenly, financial clarity was shared, not hoarded. Leaders could see how their departments contributed to the whole and where they could make the biggest impact. Conversations stopped being reactive and became proactive.

Impact on the team: They anticipated issues earlier, spotted opportunities faster, and built a culture of shared ownership.

Impact on individuals: Leaders like Sonia felt trusted and equipped. They could align their decisions with organizational strategy and lead with confidence instead of constraint.

Closing Word

Janet’s burnout, Marcus’ silence, and Sonia’s constraint were not failures of effort or character or individual performance. They were the predictable outcomes of the systems they were working in.

The exemplar teams show what becomes possible when systems are collaboratively designed with intention. Priorities become clear. Conflict, when navigated proactively, fuels progress. Transparency in finances builds confidence and helps leaders to focus their teams efforts in the most impactful areas.

These three examples are only a starting point. There are many other areas in your organization where greater intention can transform performance.

“We don’t rise to the level of our goals, we fall to the level of our systems.” Nearly all the time, our systems are impacting individual performance. If we want better results, make sure to consider them.

-Shaun & Joe