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.
Accountability is a complex and difficult thing. We expect it of others, but reserve wiggle room for ourselves. Especially when we are making promises to our selves. The need to set ourselves up for success, rather than leaving the door open for failure.