Operational overwhelm is alive and well in these Roaring ’20s. It was difficult enough to deal with exponential change all around us, but then a global pandemic, a lockdown, and wars on multiple fronts occurred. People are tired, and afraid, which makes the leader’s job even more difficult. We aren’t leaders without people to follow, work alongside us, and help us lead. But when they are wounded, tired, and fearful, we have our hands full. It has never been more critical to ensure that things we choose to do are vital and not just lovely. Bringing excellence and effectiveness to the operation of a business, church, or non-profit requires assessment first to know where you are, the health of your people, and the effectiveness of your programs. Once you have assessed, you can then figure out what to fix and where to go next. Once you know what needs fixing, you can move on to complete or refine the process further. Pressure on financial and human resources is in no shortage of supply these days. Even if financial resources are abundant, getting good work done is still a stretch. Talking about what’s next, crafting a calendar of events is a form of planning, but developing a strategy and executing a well-thought-out plan is another level. Leaders are great at adding programs and throwing money and people at problems, but stopping ineffective programs or working at the root cause and reducing staff, or dealing with conflict are among the toughest decisions leaders have to make. Time is short. We must GO while it is yet day!