From Impossible to Industry Leading: A Leadership Journey Behind a BHAG

When I stepped into a new leadership role, one of the first conversations I had with my manager was about defining my variable compensation metrics. To my surprise, it was a meaningful discussion, not just about numbers, but about priorities. I proposed a KPI that previous leaders had often overlooked, one we could actually influence. We aligned quickly on the metric and, just as importantly, on how we would measure it.

Then came the moment I’ll never forget. He looked at me and said, “Now let’s talk about something bigger. I want you to work toward a number that’s never been hit. In fact, I’m telling you, you’ll never get there.”

I smiled quietly and thought to myself: Challenge accepted.

The Power of a BHAG

Jim Collins, in his book Good to Great, introduces the concept of a BHAG, a Big Hairy Audacious Goal. It’s meant to stretch, provoke, and unite an organization. This wasn’t just a metric anymore, it was our BHAG.

To qualify as a true BHAG, it had to be:

• Long-term in vision.
• Ambitious beyond comfort.
• Clear and compelling to everyone on the team.
• Tangible and energizing, something you could rally behind.
• Focused and unifying, aligning effort across functions.
• And most importantly, doable, not a fantasy.

This was leadership in action. Not just setting goals, but galvanizing belief.

Mobilizing the Team

I gathered my direct reports and laid out the target. I didn’t sugarcoat it. I was honest about the scale of what we were taking on. But I also made one thing clear: This is ours to do.

What followed was real alignment. We got crystal clear on execution, roles, and accountability. But I also knew leadership meant looking beyond the internal walls, so I engaged key external partners who had a vested interest in our success. One in particular stepped forward. Together, we explored everything from sales incentives to pilot launches and product innovation. While the BHAG was still out there on the horizon, the team quickly began to deliver on our core metric, quarter after quarter.

When the Goalpost Moves

Success can be its own challenge. As we kept hitting our targets, my manager raised the bar. Again. And again. Eventually, the targets became so ambitious that they bordered on intimidating. But the team didn’t flinch. Why? Because we had ownership. Because we believed in the journey.

One of our partners, who admittedly had some self interest in our success, became a true collaborator. And I’ve learned: aligned incentives are still alignment. Sometimes people help because it helps them. That’s okay. What matters is mutual commitment.

Finally, my manager said, “I won’t raise it again. Even if you keep hitting it.”

We did keep hitting it. Not just once or twice, but consistently.

The Result: A New Industry Standard

In under three years, we achieved the so-called “unachievable” BHAG. And we did it with repeatability. Our performance didn’t just meet expectations, it redefined them. What was once considered out of reach became best in class. Internally, our people felt what it was like to pursue something audacious, and win.

Leadership Lessons

Looking back, this wasn’t about a single metric or even a bold number on a spreadsheet. It was about vision, belief, and execution.

• Leadership starts with clarity: When people understand why, they find the how.
• Big goals reveal character: Especially when things get tough.
• Alignment is your multiplier: Internally and externally.
• Celebrate belief as much as results: Because belief fuels persistence.

Every Executive is asked to deliver results, but the real job is to lead your people through the unknown and help them realize they can accomplish more than anyone thought possible.

That’s how companies, and people go from good to great.

Robbie