One of the greatest decisions a team leader will make is the scope of their focus. How wide? How narrow? You must be narrow enough to achieve concentrated excellence; you must be wide enough to maintain sufficient relevance. This is true when you are the individual researcher thinking of your life work; this is true when you are the CEO of an organization. Most err on the side of too wide, not too narrow, and achieve a pseudo-profundity that is four inches deep and four miles wide.