Why realistic goals are often poison for your success
In a new Success Impulse, our author discusses a common misconception and explains why realistic goals are essentially discouraging.
The summer break is over for most people. Perhaps you notice it yourself: Calendars are filling up again, everyday life is picking up speed and the first project milestones are approaching. At the same time, now - right after the summer - is often a phase of increased clarity: the view is not (yet) completely clouded by the operational hustle and bustle, but allows room for reflection and planning.
This is precisely where an underestimated error in thinking often occurs: people use the calm energy to set themselves new goals - which is a good thing. But these goals are often realistic. In other words, reasonable. Feasible. Within the framework of what is known.
- "Better to deliver consistently than to fail."
- "Don't overburden the team."
- "Small steps are also progress."
All understandable. But dangerous. Because realistic is the new discouraged.
Why? Because your entire system - your thoughts, your habits, your actions - is always aligned with what you define as your goal. If you say: "We will increase efficiency by 10 %", this number becomes the benchmark. Your team will look for small improvements, slightly optimize existing processes - and then level off at 6 to 8 %.
But what if you said: "We're doubling our efficiency." Sounds crazy? Perhaps. But stretch goals like this force us to think differently. To more radical questions. To real innovation. Suddenly it's no longer just about small process improvements - but about different structures, new priorities, a different form of leadership. This is not about pursuing utopian fantasies. It's about formulating ambitious goals that take your thinking and that of your team to a new level.
So here are three questions for reflection at the start of late summer:
- Which goal was too realistic for you recently - and why? Perhaps out of fear. Or the desire to avoid conflict.
- What would be a 10x goal that makes sense - but requires courage? One that triggers a reaction like "How is that supposed to work?
- How would you have to lead in order to seriously pursue this goal? Probably with clearer decisions, different delegation and more focus.
Conclusion: Realistic goals are convenient. But they rarely really get you anywhere. So if you want more than mere optimization in the coming months - then set yourself (and your team) a goal that makes a real difference.
To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch
