• James Walton

On Accomplishing Big, Hairy, Audacious Goals

I worked with leaders of two separate companies in the past week who have aspirations to take their companies public this decade. That's their BHAG (Big, Hairy, Audacious, Goal) and here's a few reflections on accomplishing such things.


Decompose the Work


Big things are just many small things. The more quickly and clearly you can break down the big thing into its many component pieces, the more progress you can make. The proverb that a journey of a thousand miles begins with a single step is true. Decompose the work into those steps and start walking.


Move Slow to Move Fast


The work required to do things at 10x the scale you're doing them now is not merely more effort, but more structure as well. Often, in order to achieve the growth you desire, the slow, underground work of structure building is necessary. In other words, the growth curve between here and there is parabolic, not linear. Go slow now to go fast later.


Manage What You Can, Not What You Can't


Think of your growth journey as driving on a windy mountain road at night. Your headlights can see so far in front of you, but they can't see around corners. You know "the corner" is coming and beyond it will reveal a new set of realities, challenges, and opportunities, but for now, you can only deal with what you see. So too in leadership: be focused on handling your present reality well, and flexible enough to adjust to the new reality that is soon to come. Manage what you can, not what you can't.


 

At Trellis Group, we believe chaos is the enemy of business. It's our mission to partner with business owners and their teams to develop the managerial practices and processes to crush chaos. If you feel overwhelmed and need a proven system to focus on the next best thing, we can help. Companies who work with us see revenues go up, anxiety go down, and work becomes a force multiplier for good in the lives of your people. Reach out to discover how the Trellis Group can help you crush chaos.


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