Are You Still Holding The Vision?
Date Published
Have you ever noticed that instead of pushing harder toward a goal, teams (or even you) start redefining success downward?
When you join an organization or a team, you probably start with observations. That’s what I usually do and what I recommend to my mentees and colleagues when they ask, “Where should I start?” or “I feel overloaded with everything happening around me. How do I even know if something is good or bad for the team?”
Observe behaviors and listen carefully to what people are saying. These two simple actions—though not so simple in practice—help you avoid jumping to conclusions or rushing into solutions. The observation phase is crucial. It keeps you curious, encourages you to ask questions, deepens your understanding, and helps you start recognizing patterns. This is also when you begin forming hypotheses, which, of course, require validation.
Early in my career, during a training session, someone asked me how long we should observe before acting. After all, we’re expected to deliver results quickly. Back then, I wasn’t sure how to answer. Now, I’d say: take your time, be patient, and watch carefully. The goal is to act deliberately, not just apply quick fixes (more on quick fixes in later chapters).
We talk a lot about goals — in our teams, organizations, and personal lives.
What is a goal? It’s something you want to achieve. If you don’t have it yet, there’s a gap between your current state and your target state.
How do we usually close that gap? Exactly—we take action. Sometimes big actions, sometimes small (they say small are less risky). At the very least, we start moving in the right direction. But often, the results aren’t immediately visible. The world is complex, and effects take time to unfold—hours, days, weeks, months… it depends on the action and many other factors.
The Drift: When Goals Start to Erode?
So, there we are. We have a goal. We’ve taken action. But the goal still hasn't been reached. No clear feedback, no immediate results. The pressure builds. And then, an idea creeps in…
“Maybe I don’t need that million after all.” “Maybe I don’t need it by the end of the year.” “Maybe one bug a day is fine.” “Well, we delivered it—two weeks late, but still… it’s only two weeks.”
Instead of staying committed to the original goal, we close the gap by lowering the goal. It feels like a solution, but over time, it erodes performance and expectations.
Now, let’s be clear—this is not about forcing ourselves to achieve goals no matter what. The real question is: Are we lowering the goal because it’s no longer relevant, or are we lowering it to avoid the discomfort of not achieving it?
Look for these signs at different levels:
Team level: Are there recurring patterns of blame or excuses? How does the team handle feedback? Is there open communication or a tendency to avoid difficult conversations?
Organizational Level: Are performance metrics realistic and aligned with the vision? Does the culture prioritize short-term gains over long-term sustainability? Are there conflicting goals?
Personal Level: Do you procrastinate or avoid challenges? How do you handle stress? Are your goals aligned with your values? Look for recurring issues that you keep on "adjusting" to.
Recognizing drifting goals is the first step. The next step is intervening. Name the situation. Vocalize the consequences. Ask yourself and your team:
- Why are we lowering the goal?
- What assumptions are we making?
- What might happen next if we continue this pattern?
And most importantly, focus on the long-term vision. Remind yourself and others why the original goal mattered in the first place.
This process takes patience. Don’t expect immediate results. But over time, staying aware of goal erosion can help you prevent a slow decline in performance.
Have you noticed drifting goals in your teams, organizations, or personal life? Share your examples in the comments.
I would be happy to know your case as it may help someone to spot something hidden in their context!
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