Thanks for all the great responses. Please check out December's Idea Exchange on Recognizing Employees.

Like everyone else I write down my 'big picture' AKA long term goals and then below that goal(s) I write down all the 'small picture' AKA little tasks that need to be done to accomplish the big picture goal. Moreover, I try to write down a daily list of everything I need to do and attack one-by-one and in a particular order. Usually I try to accomplish the more important things that need to be done first and then try to accomplish the tasks that are of less importance toward the end of the day; from most important to least important. I look at small picture tasks on a daily basis and check them off as I get them accomplished, and maybe once a week or so I look at the big picture ideas to see if I getting close to getting those accomplished. Furthermore, big picture ideas sometimes have to be modified or scrapped altogether if it doesn't look like they will work or might get in the way of ultimate goals.

Just ask yourself each day if the smaller tasks support creating your larger vision. If the answer is yes, you are doing the right thing. If not, move on to the next thing.

To be completely honest, I don't believe that 'balance' should be the goal with regard to big picture ideas and small picture tasks.  Though this has been debated for longer than I've been around, it's my opinion and experience these two must be seperated by position.  I have found that there are those who have strong vision, creativity, and goals aka entrepreneurs, and there are those who are strong at execution, administration, and implementation aka managers.  Rarely do I find anyone who is proficient at both, at least not simultaneously.   I believe that an effective organization must focus on placing the right skill sets in the right positions, and maintaining a clear division of responsibilities.  Obviously that is difficult for a small operation where the business owner must wear all the hats.  But, I am simply talking about an ideal situation.   With that in mind, I feel that the true balancing act is not big picture vs. small picture, but rather change vs. consistency.  In other words, when you have filled various positions that accomodate both big picture and small pictures elements of your business, you have to find balance between keeping individuals in their respective positions that they probably have become quite proficient at, and allowing them to grow by experiencing other positions.   As both a manager for 10 years, and an entrepreneur, I can personally say that I am far better at hiring others to worry about task management while I focus on the big picture.  I wasn't bad at focusing on the small picture, but it was far less satisfying, and there were plenty of managers that were better at execution.

I think many people get so involved in day-to-day, short-term tasks, that they neglect to make time for strategic thinking. I try to make some time once-a-month or so on a Friday afternoon to think about the big picture. For me, it is something I have to put on my calendar or it won't happen.

My challenges resemble a number of responses that have come in already.  Even if your small picture is fairly well understood (because face it, we're all starting business around our core capabilities) and even if the long term goals and big pictures have been thought out to the fullest - you will always struggle with executing both at the same time.   The smaller your business is, the more demand across the team to function both as strategic business managers, operational business administrators and service/product deliverers.  What ends up happening is the core team has to divide their time across these various functions and ultimately something has to give.  For my business, the way this plays out is more akin to a rollercoaster, where we ramp up in strategic efforts (primarily around marketing and sales) at which time our delivery capacity suffers.  This bullwhips into a stacked pipeline which conversely challenges the strategic and operational management.   I've been in this loop for the past 7-10 years.  It seems to me the only way out is, as some other replies suggest, to garner investment or financial backing to afford dedicated delivery and operational staff so the core team can maintain focus on executing strategic direction.   This was a good thread, I've enjoyed reading everyone else's approach to meeting this challenge head on - we've all been there.   Cheers,   -Jon