Monster Goals Are Imposing

When I started my business in 2003 most prospective clients were convinced that they needed to achieve a monster goal such as doubling sales or profitability in the next 3-to-5 years and that they were relying on me to help them to make it happen. I would gladly accept the challenge and then go to work developing a plan to achieve the goal.  I believed that if we hired the right people, gathered useful research information, designed excellent processes supported by the right automation tools, and then implemented programs and campaigns to retain customers and attract new ones, we would be on track to achieving the goal.

It took a while, but I finally realized that this formula is flawed because most new clients lacked the necessary catalysts to achieve a monster goal.  Now, when I am asked to help a client to "go where their company has never been before", I assess the feasibility of success before accepting the challenge.

1. Do leaders treat employee, customer, partner and product portfolios like assets?
2. Are customer experience and innovation essential parts of the company's DNA?
3. Do leaders believe that what got them here won’t propel them to the next level?
4. Do malleable comfort zones enable leaders to challenge the status quo?
5. Is their organization aligned for delegation and process?
6. Are key staff members committed to be the best that they can be?
7. Will risk tolerance levels support the investment required to achieve the goal?

Today, I persuade my new clients to convert their monster goal to become part of their vision and to simplify the goal into sequential measurable milestones.  Each milestone achievement will brew confidence and momentum towards the vision. Feasibility can be re-assessed at each milestone.