Labeling a goal 'impossible' is a defense mechanism that shuts down creative thinking. The framing 'it's impossible, unless…' bypasses this block. It acknowledges the difficulty while immediately prompting the mind to search for the specific conditions or actions that would make the goal achievable, turning a dead end into a brainstorm.
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The human brain is wired to enjoy solving challenges. Asking "What puzzles would you like to solve?" sparks passion and ownership. In contrast, asking "What are your goals?" often elicits a feeling of obligation and a list of burdensome tasks, draining the work of its inherent meaning and excitement.
Setting a specific, achievable goal can inadvertently cap your potential. Once hit, momentum can stall. A better approach is to set directional, almost unachievable goals that act as a persistent motivator, ensuring you're always pushing beyond perceived limits and never feel like you've arrived.
Many people talk themselves out of ambitious goals before ever facing external resistance. Adopt a mindset of working backwards from a magical outcome and letting the world provide the feedback. Don't be the first person to tell yourself no; give yourself permission to go for it and adjust based on real-world constraints.
When an employee insists a goal is impossible, reframe the problem with an extreme hypothetical. Ask, "What would you do differently if I gave you a $10 million check to achieve it?" This question shifts their thinking from "Can I?" to "How would I?", forcing them to build a creative plan and revealing that the true barrier was belief, not capability.
Instead of framing choices as trade-offs (“Should I be an academic or a consultant?”), reframe them as synergistic goals (“How can I be an academic in order to have impact?”). This simple linguistic shift forces the brain to seek creative, integrated possibilities that were previously invisible.
To help your team overcome their own performance blockers, shift your coaching from their actions to their thinking. Ask questions like, "What were you thinking that led you to that approach?" This helps them uncover the root belief driving their behavior, enabling more profound and lasting change than simple behavioral correction.
Rejection can spark creativity by closing an obvious path, forcing you to find an alternative. As interviewee Andy Kramer said, if you hit a wall, you must look for a door. This constraint forces innovative thinking and can lead to unexpected, often superior, outcomes that you wouldn't have discovered otherwise.
Early-stage ideas are easily killed by practical objections. To prevent this, implement a rule where feedback must begin with "Yes, and...". This forces critics to be additive and constructive, building upon the initial concept rather than immediately shutting it down. It creates space for a bold idea to develop before facing harsh reality checks.
Solving truly hard problems requires a form of 'arrogance'—an unwavering belief that a solution is possible, even after months or years of failure. This 'can-do' spirit acts as an accelerator, providing the persistence needed to push through challenges where most would give up.
When feeling stuck, start with your desired outcome and work backward. Ask: What action is needed? What feeling enables that action? What thought or belief creates that feeling? This process quickly reveals if your current beliefs are misaligned with your goals, pinpointing where to reframe.
