Using classic leadership principles in high-tech organizations comes with some unique challenges. One of them is setting goals and practicing performance management.

A common adage in performance management is that we need objectives. In many organizations, there are frameworks for these objectives. A common framework is to make objectives SMART, which means they need to be specific, measurable, aligned, relevant, and timed. This makes sense in situations where we can see far enough ahead to when we’re supposed to have achieved the goal.

However, in truly cutting-edge projects, it’s hard to look ahead and predict what is possible in the next year. Imagine an organization that conducts breakthrough research or requires a technology that is not yet available. How do you know when the breakthrough happens or when the new technology becomes available? The same conundrum is true if an organization aims to disrupt a market or upset existing models. Will it work – and when?

Experts may be able to make a good guess and estimate the timeline – but there usually is risk in the estimate. Many organizations try to reduce this risk by reaching for lower goals that are within current possibilities. This makes it easier to predict the outcome and reduce the risk. Here comes the catch: If we only aim for what is possible, we lose out on the chance for the biggest breakthroughs.

In order to achieve a breakthrough, we need to work on what is impossible at the moment.

Every great innovation and new solution was, at some point, impossible. When you look at the development of new solutions and innovations, they all went through the same stages: new solutions started by being impossible, then improbable, and finally inevitable. This sequence is true for technology developments – and it is also true for areas where we break through a limiting belief that we hold about ourselves.

Don’t get me wrong. I’m not suggesting we should only work on projects that are impossible. What makes sense is to pick one thing that is impossible and go for it. Instead of thinking of something as being impossible, consider it as an opportunity for a breakthrough.

Make it real

Pay attention this week to how often you use “This is impossible” as a reason to not do something. (In most cases, you may be right). Pick something where you intentionally work on it because it is impossible – and because it bears the opportunity to be your biggest breakthrough.