Making the Impossible Do’able
The practical approach to steep objectives
Growing up in the 90’s in the Adelaide Hills the rest of the world felt a long way away. New discoveries, geniuses, and game changing break throughs seemed to always happen in exotic places a long way away. Nothing of gravity seemed to come from anywhere near me. Layer with this the apathy that came with being a teenager during the Grunge movement and the result was an attitude of impossible. When I grew up and travelled around the world, I quickly realised that people everywhere were normal people like us. They were not extra special, more talented, or cleverer.
It was an eye opener – I have the right to do brilliant things as much as anyone from Geneva, New York, or Oslo.
She had no right 1
We have recently seen countless examples of people achieving the seemingly impossible. Since writing about Ash Barty’s amazing major win (Ash the quitter), she has gone to number one in the world! We all thought it was impossible that any Aussie would climb to the peak of the mountain. Our tennis system that was apparently devoid of talent, money, and unity – Ash made a mockery of this assumption.
She had no right 2
Hannah Green, ranked 114th in the world, rolled up to Hazeltine (Minnesota USA), for the PGA Championship Major Tournament. Green went wire-to-wire (led all the way through the tournament) to win one of the toughest tournaments in the year. Green had no right to win in the minds of the “experts”. But she did. Game changing.
They had no right
In 2016, Leicester City Football Club (soccer) did the un-do’able. They won the Premier League. In an era where only the richest clubs win, this little club won matches. And kept winning. And won until there were no games left. It will always go down as one of the biggest anomalies ever seen in world sport. They were 5000-1 odds (NBC, In a league of their own). I am not a betting man, but I know that these are some of the longest odds in a comparable situation.
I could write for pages about such stories. And I draw on sport, because it is such a transparent workplace. Everything the leaders, players, and communities do is on show. We get great coverage and insights into what people are doing and how they do it. I feel that sporting stories relate directly to our own lives and workplaces where clear learnings we can be practically used.
This week, I shared an article by Francesco Gino on LinkedIn, written for Harvard Business Review (why curiosity matters). I am a big fan of Gino’s work on Rule Breaking. One statistic from Gino’s HBR article smacked me in the face:
70% of people she surveyed were scared to ask more questions in their workplace.
This is an alarmingly high number, but one I can understand. I am seen as an extravert with a big mouth, but I can often find myself afraid of asking questions from fear of looking dumb, even within a trusted environment of people. So, if we are afraid of asking questions, then it is no wonder that when faced with steep objectives we immediately feel they are unobtainable. How dare we question our assumptions that it is too hard?
Business Battle Lines have been drawn. Higher Up’s have laid out their strategies and they are dealing out the numbers they want to see achieved. Clients and competitors have done the same. If you are saying to yourself “that’s impossible”, then you are not alone (see my previous article on this; Tell em their dreaming). It is a natural response. But, you are also wrong. It is incorrect that ‘unrealistic targets’ are not achievable. They are. It just takes asking a few extra questions.
Starting with the mindset that your objectives are achievable is the first step.
Secondly, throw out the rule book. We discuss Audacity as one of the critical Behaviours That Matter in my programs. A part of this is separating ourselves from what we did. The controversial author, Jordan Peterson writes “the past is dead” in his book The 12 Rules of Life. Peterson is referring to the fact that what has happened cannot be changed as apposed to the future, which is still completely malleable.
The third step is implementation. What are the habitual behaviours you can set in motion now? The first one I would suggest is to set yourself to ask more questions. Inspired by Gino’s work, we can take that extra moment to discuss, question, and go deeper into what is happening, why it is happening, and how can it happen better?
Along with remembering the feats of Barty, Green, and Leicester City we can set ourselves up to not only achieve the impossible, but set ourselves up to establish a new benchmark that could not have been imagined.
