Now THAT is an impossible goal!
When change overwhelms your team, the instinct is to do less.
But what if that's exactly backwards?
When change hits, most of us default to the same response: we shrink. We simplify. We lower expectations and tell ourselves, "Let's just get through this."
That reaction makes sense (and believe me, I have that reaction a whole lot). Change increases cognitive load. It forces new decisions, new habits, new thinking. So our brains look for relief, and the fastest relief usually comes from doing less.
That's when we hear the familiar refrain:
- "Yes, but now isn't the time."
- "Yes, but we don't have the capacity."
- "Yes, but let's be realistic."
You may think that’s laziness, but it’s actually self-protection.
But here's the counterintuitive idea I want to offer:
When people feel overwhelmed by change, the problem isn't always too much work. Often, it's too little of the right kind of work.
In times of disruption, we treat ambition like a liability. We assume the humane thing to do is lower the bar, slow everything down, and aim smaller.
But what if overwhelm isn't about volume? What if it's about direction?
When people don't know why they're pushing through change, or what they're pushing toward, their energy collapses inward. They disengage. They revert to baseline. They say "yes, but..." and do just enough to get by.
Sometimes the way out of overwhelm isn't to aim lower. It's to aim bigger and clearer.
This is where Impossible Goals come in…
Impossible Goals
An Impossible Goal is one that triggers an immediate reaction:
- "Yes, but I don't know how."
- "Yes, but that's unrealistic."
- "Yes, but that's impossible."
And then, if you're willing, you respond with YES, AND.
Here's an excerpt from my upcoming book that explains why this works:
Set Impossible Goals (Why SMART Goals Aren't Enough)
SMART goals are great for a lot of things. They're ubiquitous because they work. For most things.
But for envisioning the future? For innovation? For building toward what could be? They miss the mark.
Why? It's the "Attainable" part. That's where creativity goes to die.
A realistic goal is nice. But Impossible Goals stir the soul. They force you to brainstorm, experiment, and grow. You don't know how you'll get there, and that's the point. That's where the brilliance lives.
The key is that your Impossible Goal has to matter deeply to you. Not something you should do. Not something that just sounds strategic. But something that makes you say:
"Oh hell yeah. I have no idea how I'm going to do this, but I want to try."
Decades of research back this up. Edwin Locke and Gary Latham, analyzing 35 years of goal-setting research, found that the highest and most difficult goals produced the highest levels of effort and performance.
One important note for leaders: You can't dictate an Impossible Goal. If you declare, "Here's our Impossible Goal for next year!" people will shut down instantly. But if you involve them in shaping it, buy-in and energy follow.
Why this Matters During Change
Change already forces a reset. And resets are dangerous or powerful, depending on how you use them.
Research cited in Reset by Dan and Chip Heath shows that when athletes switch teams after a down year, performance often rebounds. The change disrupts old patterns and expectations.
Change creates a psychological opening and an Impossible Goal gives that opening direction.
Instead of asking people to merely cope with change, you give them something worth mobilizing for.
A Simple way to Apply this Today
Step 1: Name the change
Write down the one change that's currently draining the most energy. No fixing yet. Just name it.
Step 2: Ask this question
"If this change were a reset, not a disruption, what would it make possible?" Not what's realistic or safe. What would be exciting?
Step 3: Capture one Impossible Goal sentence
Complete this sentence, personally or with your team:
"If this change actually made us better, we would __________."
That's it. You're not committing to the how. You're not building a plan. You're just reclaiming direction.
For leaders: Do this with your people, not to them. The moment it feels imposed, it becomes another cognitive burden.
For individuals: If the goal doesn't make you feel a mix of excitement and discomfort, it's not impossible enough. It might be “too sensible” or “too practical.”
The Real Takeaway
When change hits, shrinking feels responsible. But shrinking often creates apathy.
Clarity creates energy. Meaning creates momentum. And Impossible Goals, when co-created, turn disruption into direction.
Sometimes the most supportive thing you can do in a moment of change isn't to ask, "How do we get through this?" but instead: "What impossible thing does this change finally give us permission to pursue?"
That's how we stop surviving change and start harnessing it.
Three Ways I Can Help
1. Join my Book Launch Team - Get a free advance copy of *Say "Yes, And!" to Change*, plus bonus training. All I ask is an honest review. Get in touch with me for the link.
2. Free Impossible Goal Session - Want help identifying an Impossible Goal for yourself or your team? Reach out. Seriously, no charge. I'm refining this framework and would love to help.
3. Bring this to your organization - If your team or conference is navigating change and could use a keynote or workshop on turning disruption into direction, let's talk.