Today I had lunch with General Counsel of the company I work for. I asked her how she fostered creativity among her team and she told an interesting anecdote. One of her teams manages a very large portfolio of patents, and while valuable they are very expensive to obtain and maintain. She challenged her team to devise a solution to cut the cost of the patent program in half, a ridiculously provocative goal (her words, not mine.) While she has a great deal of confidence in the talent of her team, she had serious doubts about being able to reach that goal.
So why did she do it? Why set a team up to “fail”? She wanted them to really get into the problem and find a new way of doing things. If she had set the goal at 10%, they probably could have made a few tweaks here and there, and met the goal. She wanted radical transformation and extreme creativity to come into play. To get at that, she needed to set the bar so high that it seemed out of reach. Even if they didn’t hit it, she was certain that they’d find a new way forward that would be beneficial.
And with the ingenuity of her team operating on all cylinders, they did find a new ways forward and they did hit that crazy goal of a 50% cost reduction. And as an added benefit, they also liked the new system much better because it was much easier to manage.
Impossible goals can be very valuable. They can push us to our edge and then some. They ask us to not tinker, but to go out to the wide open white space of our minds, into areas that we would likely never even approach because our logical minds would get in the way. If we make a goal far out of sight, it ceases to be a roadblock to our creativity. It can actually free us to do our very best work, to imagine a whole new world of possibilities.









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