*Big Hairy Audacious Goal
I’m a really big advocate for starting any project with a Vision.
Where’s your horizon?
What do you need to get there?
What steps do you have to take?
Sometimes, though, even the steps to get there require a lot of little steps first. This is especially true when the people involved haven’t experienced much success.
That’s a pitfall of focusing on the Big Hairy Audacious Goal. As proposed by Jim Collins, et al, the BHAG is important for inspiring the troops. I agree, our BHAG – our Vision – is the horizon to which we are pointing all our efforts.
However, when the troops are downtrodden or haven’t worked together in the past, they may not have the self-confidence or a level of trust to focus on an audacious goal. In this case, small successes pave the way.
I watched this in action at a private school with an aging, authoritarian founder. The board of this school is hand selected by the founder and will not take a step without his approval. This founder does not let anyone but himself meet with those he considers major donors. The school is viewed as his school; a cult of personality.
The obvious question is whether the school will continue much beyond the founder’s life. Or rather, the question was obvious to everyone except, it seemed, the founder.
I met with a handful of lay leaders who knew they had to find a way to build supporters with a loyalty to the school, not just to the founder. They also knew the founder would resist every step of the way.
A Big Hairy Audacious Goal for this group would be for the school to have a true governing board, with a succession plan for the founder, deep and broad relationships with existing donors, and plans for growing the image of the school distinct from the founder.
That’s quite a BHAG. But the initial need was to inspire the confidence needed to act without the founder’s permission.
We began with just meeting to discuss the issues. It may have seemed like nothing happened, but the mere fact that the meetings were being held began the process of instilling confidence in the actors and a trust in each other. Having meetings about board and school issues without the founder was a huge step.
Discussions revolved around ways to engage prospective supporters and advocates without relying on the founder. They knew that trying to wrestle existing supporters from his stewardship would cause a head-on collision. Instead, they sought ways to expand the circle. It took six months to get to the point of reaching out to potential supporters, yet those six months of meeting for a shared purpose served to build confidence.
Although certain the new ideas were unnecessary, the founder was willing to let the lay group reach prospective supporters outside his circle. After persevering, they reached one high-profile but previously unappreciated individual who became convinced of the group’s sincerity, the value of the school, and ultimately, the value of their BHAG. Together, he and the lay leaders crafted a process that used his influence to approach the founder and reinforce the goals of the group.
As I write this, there are still many steps to take. The culture is slowly changing. The founder is still reluctant to release the reins, but he has accepted that change is needed.
I don’t know if this school will be able to make all the necessary changes. However, I do know that without first building self-confidence in the lay leaders, they would not be in a position to make any changes at all.
Have you encountered boards reluctant to take on Big Hairy Audacious Goals? Try building confidence with small successes.
And let me know if you have other examples! You can reach me at: email@example.com.