Two simple tools—goals and measurement—are among the most powerful leadership mechanisms available to a President for influencing the vast scope of federal agencies. Goals and measurement are useless, however, unless used. They must be used not just to comply with mandated reporting requirements, but to communicate priorities and problems, to motivate through attention and feedback, and to illuminate where, when, and why performance changes. The President and his leadership team must focus their discussions to deliver results around specific goals and discuss progress and problems relative to them. Otherwise, the goals agencies articulate in written plans are likely to be pushed aside and forgotten in the unending press of daily crises.