Dear CEO —
There’s no way I can meet the 2025 goals my boss just handed me.
My team and I are trying mightily to meet 2024’s year-end goals, and I’m hoping we’ll squeak by.
But it looks like she’s trying to get 15% growth on top of that for next year, and I just don’t see that happening.
When I met with her, I think she could tell by the expression on my face that I was doubtful.
I felt like she just pulled this out of thin air.
I’m stressing out, and I don’t understand why companies operate like this. These goals feel so fictional. And what happens when I don’t make them?
What would you do in my situation?
— April V, Seattle
Dear April —
First, congratulations on nearing this year’s targets – an achievement that truly merits celebration with your team. Make sure that happens.
Now, as we pivot to focus on the upcoming year’s objectives, I recognize the pressure you’re under, but there are constructive ways to approach this.
In the business world, setting ambitious goals is a strategy used to foster growth and innovation. However, it’s essential that these objectives remain within the realm of feasibility.
In your case, effective communication is crucial. It’s vital to engage in a candid dialogue with your supervisor. As an exec who’s had many of these conversations, I always found myself more open to change when my managers came to the discussion with data and insights that substantiated their viewpoints.
For instance, you might illustrate your team’s current and past performance, outline the challenges encountered and changes you see coming next year, and offer a realistic forecast for 2024. This method demonstrates your commitment to realistic goal-setting rather than a resistance to ambition.
Moreover, propose an alternative, more achievable growth target, accompanied by a strategic plan for its realization. This underscores your dedication to the company’s progress and your strategic foresight.
Additionally, consider this: Is the set goal attainable through different means? What additional resources or tactical adjustments would be required?
Challenge the status quo and present innovative solutions — such an approach always gave me confidence in the thinking of my team leaders and made me value their maturity and counsel even more. After all, isn’t that why we surround ourselves with smart individuals?
It’s also crucial to address the concept of a “stretch” goal. While these goals are designed to push a team’s limits, they should still be feasible. Proposing to set goals as long-term rather than annual targets can help manage expectations and alleviate immediate stress.
Importantly, safeguarding your team’s morale and well-being is key. Unattainable goals can lead to burnout and dissatisfaction, negatively impacting productivity. Advocate for a balanced strategy that inspires your team yet continues to strive for advancement.
Finally, if the situation remains unchanged despite your best efforts, exploring alternative opportunities, either within or outside your current organization, might be necessary. Your career growth and mental health are of utmost importance.
Stay resilient and tackle this challenge with a mix of pragmatism and optimism. Remember, many leaders (including me) have successfully navigated similar situations, and you’re certainly not alone in this journey.
Sincerely,
