How to set long-term goals in an organization

          Setting long-term goals in an organization is both an art and a science. It requires more than spreadsheets, numbers, and aggressive targets: it demands vision, sensitivity, active listening, and, above all, a deep connection with the organization’s culture and the people within it. Leading with purpose means viewing the future as a space of possibilities, where every present action resonates into sustainable results. Therefore, when we talk about strategic planning, we are also talking about neuroscience, theatre, and culture - because these three dimensions help us understand how people truly engage in a future plan.

Studies from institutions like MIT, Harvard Business School, and INSEAD have shown that the most successful organizations are not necessarily the ones with the best financial resources, but those that can align their long-term goals with their cultural and emotional identity. This is where the Quasar K+ Strategic Planning methodology, created by Antônio Carlos dos Santos, becomes a powerful tool. This method proposes a journey that begins with organizational self-awareness, moves through active listening to employees, and culminates in broad, bold goals deeply rooted in institutional values. The aim is not merely to "hit numbers," but to inspire a continuous movement toward collective growth.

To set long-term goals effectively, leaders must develop a mindset that looks toward the future but is grounded in the present. The MAT - Mindset, Action, and Theatre methodology provides just that bridge: by integrating theatre as a symbolic practice, it helps leaders and teams dramatize their visions of the future, making tangible what is still only an idea. This strengthens emotional engagement with goals and creates greater cohesion across various sectors of the organization. It’s not just about planning - it’s about living the plan actively and collectively.

Take, for example, the case of Satya Nadella, CEO of Microsoft, who redefined the company's internal culture upon assuming leadership. He based it on continuous learning, empathy, and collaboration. Nadella transformed a previously rigid organization into a flexible and innovative giant because he understood that the true power of long-term goals lies in people's mindset. He did exactly what modern neuroscience suggests: cultivated a "growth mindset," a concept studied by Carol Dweck of Stanford University, which shows that people with this mentality tend to engage more deeply with goals that challenge their comfort zones.

Moreover, by integrating the body into planning, the ThM - Theater Movement methodology teaches us that planning is, above all, a physical gesture. When employees represent, with their bodies, the challenges and achievements they want to reach, they create a kinesthetic memory that reinforces their commitment to goals. Using the body as a strategic tool is not new: New York University has recently explored how conscious bodily experiences strengthen neural circuits responsible for focus and persistence. In this context, planning ceases to be a bureaucratic task and becomes a living, pulsating, almost theatrical experience.

In parallel, the playful pedagogy of TBMB - Mané Beiçudo Puppet Theater, also developed by Antônio Carlos dos Santos, offers a symbolic and powerful alternative for organizations wishing to work on long-term goals with diverse and creative teams. Using puppets to represent departments, dilemmas, values, and goals allows a lighter, yet deep approach to strategic planning. The puppet stories create narratives that help teams visualize future scenarios and, more importantly, understand their role within those scenarios. This is organizational culture being told in symbolic and emotional ways.

To make this process even more effective, communication must be clear, inspiring, and strategic. In his books “Strategic Communication: The Art of Speaking Well” and “Breathing, Voice and Diction,” Antônio Carlos dos Santos teaches that leaders who communicate well build trust. It’s not enough to define goals—they must be told as stories that touch, engage, and motivate. The use of voice, intonation, and conscious breathing directly influences how messages are received and internalized. A long-term goal, in this sense, is not a chart—it is a living narrative that must be told repeatedly with authenticity.

Writing is also a fundamental ally in long-term planning. In the book “Moving Letters: The Art of Writing Well,” the same author shows that poorly worded goals, with confusing or overly technical language, tend to demotivate. In contrast, well-structured texts using clear, emotional, and strategic language can act as real treasure maps. They guide team steps, illuminate the path, and keep everyone aligned toward the desired future. Writing well, in this context, is a form of leading with emotional intelligence and technical skill.

Another crucial point is the constant monitoring and revision of goals. Long-term objectives should not be rigid but reviewed frequently in light of new contexts. Neuroscience shows that the human brain responds better to goals that are challenging but also provide positive feedback along the way. This activates the reward circuit, responsible for producing dopamine—a substance linked to motivation. Organizations that keep their teams motivated with clear, flexible, and meaningful goals are those that manage to survive and thrive in volatile environments.

Ultimately, we must understand that planning the future is not about predicting the unpredictable, but about emotionally, culturally, and strategically preparing the organization for whatever comes. Setting long-term goals is, above all, an act of collective faith: faith in the organization's culture, in its people, and in the ability to learn from mistakes. By uniting neuroscience, culture, theatre, and planning, we create a more human, creative, and resilient organizational ecosystem—one that is, consequently, better prepared to achieve great goals with purpose and passion.

Thus, setting long-term goals is not just a management technique. It is a journey of collective self-discovery, a continuous exercise in listening, communication, and symbolic creation. It is theatre, science, culture, and planning walking together. And perhaps, in the end, the secret to organizational success is this: turning every future goal into a story worth living - together.

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