In the real world, there is work—stuff that you have to get done. In theory world, there are goals.

Work is ahead of you; goals are behind you—they’re your rear-view mirror.

Work is specific and detailed; goals are abstract.

Work changes fast; goals change slowly, or not at all.

Work makes you feel like you have agency; goals make you feel like a cog in a machine. Work makes you feel trusted; goals make you feel distrusted.

Work is work; goals aren’t.

But it doesn’t have to be this way. Goals can be a force for good.

Objectives, goals, states and actions evolve together because learning about the nature of high-level goals is a never-ending process. The distinction between means and ends, which seems obvious and important in simple problem solving, is, as Lindblom explains, not central to practical decision making. The process in which well defined and prioritised objectives are broken down into specific states and actions whose progress can be monitored and measured is not the reality of how people find fulfilment in their lives, create great art, establish great societies or build good businesses.

1. Goal setting/intention.

Why are we meeting? What can this group uniquely accomplish? There are always a ton of relevant conversations that could happen, but there is usually a very small set of conversations that a particular group, at a particular moment in history, can have and move forward, given their capacity, resources, time, focus, and beliefs. The organizers should have this question at the center of their planning for the event…

The goal can be relationship building—this is often the most necessary piece of work in terms of strengthening a group’s resilience and capacity to move together. “Don’t thingify,” Taj offered me recently, when I was in a moment of pressure to produce “outcomes” at a large gathering. “Humanify! Shifting our way of being is our tangible outcome. Systems change comes from big groups making big shifts in being.” And remember, passion is a more valuable force for action and accountability than obligation, so let the goals be inspiring, uplifting what will inspire the most passionate conversation and participation.

Chapter 3: The Extraordinary Power of Intention

“His stamina and selflessness were amazing to witness, but I now realize he never would have been able to achieve what he did as a businessperson, as a husband, or as a father without mapping out his days with precision, organizing his priorities, and setting his nonnegotiables. For my father, intentionality wasn’t a luxury or business philosophy; it was a requirement. I inherited from him an understanding of the importance of this concept—as you’ll see, “intention” is a word I use a lot. Intention means every decision, from the most obviously significant to the seemingly mundane, matters. To do something with intentionality means to do it thoughtfully, with clear purpose and an eye on the desired result.

Chapter 9: Working with Purpose, on Purpose

“We were satisfied with our mission statement—to be the four-star restaurant for the next generation—but that was the what.

We needed the how.