Reveal Goal - Detail

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The Reveal phase is about clarity and precision—defining the goal in a structured way while identifying hidden assumptions, biases, and systemic patterns that shape decision-making. This step ensures that goals are not just aspirational but strategically constructed and tested for feasibility.

A goal is a desired future state—an outcome we intend to achieve. According to Locke & Latham (1990), goal-setting theory emphasizes that well-defined goals enhance motivation and performance by providing clear direction.

To construct an effective goal statement, we must focus on how we describe the goal using language.

A goal is best expressed as:

• An adjective that describes the desired qualities of the outcome.
• A noun that represents what is being improved or achieved.

For example:
✔ Instead of “Increase revenue,” a more effective goal is “Sustainable (adjective) revenue growth (noun).”
✔ Instead of “Improve leadership,” try “Resilient (adjective) leadership culture (noun).”

Why? Adjectives provide specificity to the quality of success, while nouns define what success applies to.

To Reveal the path forward, we must first understand our starting point. This is done by:

• Describing the Current State – Use adjectives to define the present condition. A useful technique is contrasting it with the future state.
  Example: If the goal is “high-performing teams,” the current state might be “disorganized, reactive teams.”

• Gathering Quantitative Metrics – Use measurable indicators to baseline performance.
  Example: If improving customer retention, track churn rate, net promoter score (NPS), or repeat purchase rates.

• Documenting Initial Findings – Publish the results internally to ensure shared understanding and alignment.
  
  

📌 Key Question: “What adjectives describe the current reality, and how do they differ from the adjectives defining our goal?”

Once the goal is defined and the baseline is clear, we surface the assumptions that shape our strategy by asking:

• “What must be true for this goal to be achievable?”
• “What factors are we taking for granted?”
• “If we fail, what incorrect assumptions will have contributed?”

To systematically evaluate assumptions:

✔ Rate the likelihood of error (1 = almost certainly true, 10 = likely false).
✔ Assess the impact if false (1 = minimal impact, 10 = major failure).
✔ Prioritize testing high-risk assumptions (Likelihood × Impact = Magnitude Score).

📌 Example: If the assumption is “Customers prefer self-service support over live agents,” and it scores high in both likelihood of being false and impact, it should be tested first.

Patterns in behavior and decision-making often reveal systemic barriers to performance. A genogram can be used to visualize the relationships and behavioral influences within an organization.

✔ Identifies power dynamics – Who influences decision-making beyond formal roles?
✔ Reveals conflict sources – Where do tensions and misalignments exist?
✔ Highlights inherited assumptions – What cultural or leadership patterns persist?

📌 Action Step: Map out key stakeholders, their influence, and any historical decision-making patterns that may shape resistance or momentum.

Even with strong strategies, psychological factors often interfere with execution. Common biases include:

• Confirmation Bias – Seeking information that supports existing beliefs.
• Loss Aversion – Overvaluing risk avoidance at the expense of potential gains.
• The “11th-Hour Magic” Fallacy – Believing a last-minute solution will emerge without concrete planning.

To counteract biases:

✔ Conduct a Pre-Mortem – Ask, “If this initiative fails, what caused it?”
✔ Challenge assumptions with “Is this belief objectively true?”
✔ Bring in external facilitators to disrupt groupthink.

Finally, to ensure organizational alignment:

• Document the goal clearly using the adjective + noun format.
• Share baseline metrics and key assumptions.
• Identify next steps for testing high-risk assumptions.

By structuring the Reveal phase this way, we create clarity, strategic focus, and risk mitigation, setting the foundation for actionable decision-making.