In a recent LinkedIn post, Jason Osborn argues that many business owners misdiagnose their struggles, mistaking a lack of clarity for a deficit in execution. Osborn, a business growth and LinkedIn strategy expert, suggests that the common pursuit of more discipline, willpower, or motivation often misses the root cause of stalled progress.
According to Osborn, the real issue for many is not the ability to execute, but the absence of clear direction. He highlights that the perceived need for better systems or more effort often stems from poorly defined goals and outcomes. Osborn prompts readers to consider the difference between a true execution problem and a clarity problem, offering a framework to identify and address the latter.
Identifying the Clarity Deficit
Osborn outlines several common self-perceptions that, in his view, point to a lack of clarity rather than a lack of discipline. He observes that sentiments like procrastination, the need for more discipline, or losing momentum often mask underlying issues with defining objectives.
For instance, when individuals feel they are procrastinating, Osborn suggests it’s often because they haven’t clearly defined what ‘done’ looks like. He states:
“Vague outcomes create resistance. Your brain avoids what it can’t picture completing.”
To combat this, Osborn advises defining the exact deliverable rather than simply stating the task, such as writing “send proposal to three prospects by Friday” instead of a vague goal like “grow revenue.”
The Pitfalls of Prioritization and Purpose
The post further delves into the misconception that more discipline is the answer to feeling overwhelmed or unproductive. Osborn counters this by suggesting that the real issue is often having too many priorities. He argues:
“You don’t need more discipline. You need fewer priorities. Discipline isn’t the bottleneck. Trying to execute on twelve things guarantees you’ll finish none of them.”
His proposed solution is to limit priorities to a maximum of three for a given quarter, advocating for ruthless cutting of extraneous tasks. Similarly, Osborn addresses the common issue of starting strong but losing momentum, attributing it to a skipped ‘why.’ He asserts that motivation wanes without a clear, personal purpose, and that energy is intrinsically linked to meaning.
From Activity to Progress: Defining ‘Forward’
Osborn also tackles the feeling of being busy but not moving forward. He posits that this is a consequence of not clearly defining what ‘forward’ actually means for one’s goals. Activity, he notes, is not the same as progress without a clear direction. To rectify this, Osborn recommends specifically defining what success looks like for the current week.
Another critical point raised by Osborn is the impact of open decisions on focus and mental bandwidth. He explains that carrying too many undefined choices drains cognitive resources, making execution difficult. His fix is to “decide once so you can execute often,” by making small decisions in advance to remove daily choice fatigue.
Osborn summarizes the core pattern he observes: individuals often blame their execution capabilities when the real problem lies in a lack of clarity. He emphasizes that vague goals inevitably lead to vague actions, while specific goals foster specific progress. Before attributing poor results to a lack of effort, Osborn urges business leaders to audit their clarity by asking:
“What exactly am I building? What does progress look like today? What have I not yet decided that I’m carrying as mental weight?”
Ultimately, Osborn concludes that execution becomes significantly easier once the target is specific. His advice is to prioritize achieving clarity before attempting to force execution on ambiguous intentions.
📝 About This Content
This article is based on insights shared by Jason Osborn on LinkedIn.
📅 Originally posted on January 3, 2026 | View original post on LinkedIn →