The start of a new year often brings reflection on what has been achieved over the past 12 months. For most of us, this will be a mixture of highs and lows, wins and losses, opportunities for learning, and food for thought when goal setting for the year ahead.
If your achievements last year (or the achievements of your team) fell short of the initial ambitions, it's easy to feel a sense of failure. In turn, this can quickly lead to self-judgement, blame, or comparison. In short, nothing constructive.
In this article, Justin Temblett-Wood explores the concept of failure when it comes to breakthrough goals, and how this can inform goal setting for the year ahead.
What do we mean by breakthrough goals?
It’s important to first consider what we mean by breakthrough goals. We are not talking about a failure to hit minimum performance standards (We’re also not talking about unrealistic pipedreams completely divorced from our current reality, so ambitious no one ever takes any committed action behind it.
Instead, breakthroughs goals are where we have made a commitment and there is a gap between our current belief about what is possible and the commitment we have made. This is where we are committing to a result that is not predictable based on our past performance and thinking. Think about John F Kennedy’s commitment in 1961 to put a man on the moon before the end of the decade. That commitment created a clearing for a breakthrough to invite innovation, different approaches and a fresh perspective. It launched a hunt for solutions, and ended up changing the world.
Clearly, this commitment may not have come to pass. The eventual landing in 1969 could just as easily have occurred in 1970 or even later. But would this really have been a failure? Or would the technological and scientific advances gained over the decade – thanks to the commitment – have categorised this as a success?
So with this in mind, do we need to think about failure differently when it comes to breakthrough ambitions?
How can we encourage our teams to think about failure differently?
If you’re approaching breakthrough goals and looking to deliver transformative results in 2025, you may need to redefine what you think of as failure.
The concept of failure is subjective and loaded with emotion. What one person considers a failure, another might see as a valuable learning experience. Instead of focusing on a binary win-lose outcome, reframing the conversation around what was learned, how the team grew, and what positives emerged from the journey is often the most productive stance to take when breakthrough ambitions haven’t been achieved.
Simon Sinek’s concept of shifting the focus from ‘failure’ to ‘falling’ can be useful to think about here. By embracing the idea of ‘falling fast’ rather than failure, you can shift setbacks to be seen as opportunities to learn, adapt, and get back up stronger. This mindset shift can help maintain morale and prevent the sense of disappointment from hindering future ambition. So instead of thinking about what you didn’t quite achieve last year, focus on what learning the team can take into this year to deliver the breakthrough goals.
Celebrating milestones along the way is another crucial aspect of maintaining motivation and avoiding the perception of failure. Breaking down a large, ambitious goal into smaller, achievable milestones allows for regular recognition of progress and creates a sense of accomplishment throughout the year.
If a leader finds themselves at the end of the year feeling like they have failed, it’s important to look inward. Could their leadership style be contributing to a lack of progress? Are they failing to see the positives and celebrate the achievements of the team? An honest self-assessment is crucial for identifying areas for improvement and ensuring that the team is set up for success in the future.
When do you need to revoke a commitment to a goal?
However, there may be times when abandoning a commitment or a breakthrough ambition may be the most appropriate decision. And this is not necessarily the sign of ‘failure’.
Yet, in our experience, teams aren’t always good at revoking the commitment. In certain business cultures, changing course or revoking a commitment can be seen as a failure, or synonymous with lacking the perseverance or grit to see through a task. But if something’s no longer relevant because strategies or goals have shifted, then revoking commitments is never a failure. In fact, it can demonstrate an ability to be agile, recognising that priorities are not always static and new circumstances can alter both what we work on and how we stay ahead.
For example, a commitment may also need also be revoked if it is having too much distraction from other goals and is having a net negative influence on the team’s other priorities. Often, people stack up commitments and are resistant to letting them go through fear of letting people down or guilt.
This can quickly lead to teams and individuals getting overwhelmed. Decisive action to abandon a commitment can free teams from the burden, and free up the time and resources required to focus on the new priority projects.
If you do need to go down this route, communication is key. Communicating this decision transparently with the team, and ideally involving them in the decision-making process, can prevent feelings of guilt or failure and ensure everyone is aligned on the new priorities.
Achieving breakthrough goals requires reframing our understanding of failure. By focusing on learning, celebrating milestones, and knowing when to adapt or let go of outdated commitments, leaders and teams can create an environment where innovation and ambition thrive.
Looking to create an impossible future? Get in touch to explore how we can help you ignite your ambitions.