Much is made of the value of stretch goals. Managers love them, consultants pontificate about them and employees are victimized by them. There is irony in stretch goals, also. Those those people and organizations that are best able to leverage stretch goals often don’t. What constitutes “stretch” is variable, and varies for each of us. They are not necessarily attainable, at times they aren’t even reasonable, and in all instances we are walking the razor’s edge between success and failure. We need to be okay with that. Especially now.
I read an enormous amount. But I have not, in recent years, read for the same purpose, with the same frequency or with the same degree of pleasure as I have in my past. I’ve resolved to do something about that. My exploration and rethinking of how, what, when and why I read.