When CEOs lay out multiple high-level objectives, like increasing market share, entering new markets, and pursuing innovation — all at the same time — they enthusiastically tout the advantages of each. They set ambitious numerical targets. They rally the troops behind the vision. But they rarely talk explicitly about how much value they are willing to sacrifice in one of those objectives to achieve more value in another. When it comes to their strategic objectives, they naturally “want it all” and resist talking about sacrifice. In the absence of explicit guidance, executives and the managers beneath them substitute their own judgment for the CEO’s, weighting conflicting objectives differently and, by doing so, pull the organization in many misaligned directions at once.