The proximity test:

Can you imagine the specific actions required to achieve this objective? If yes, it's proximate. If you can only wave your hands and say "we'll figure it out," it's too distant to be useful.

Examples of the distinction:

• JFK's "moon by end of decade" was proximate — the technology path was understood. Each step (orbital flight, EVA, docking, lunar orbit, landing) could be defined and worked toward.
• "Cure cancer" is not proximate — nobody knows the steps. It's an aspiration, not an objective.
• "Reduce page load time to under 2 seconds by Q3" is proximate.
• "Become the market leader in developer experience" is distant.

The fog-of-war principle:

In highly uncertain environments (startups, new markets, emerging technology), you can't see far ahead. Setting distant objectives in fog creates the illusion of direction while providing none. Instead, set proximate objectives that you can actually achieve, then reassess from the new position. Each proximate objective achieved gives you a new vantage point with better visibility.

How proximate objectives create momentum:

1. They're achievable, which builds confidence and team morale
2. They generate real data and feedback (vs. planning in the abstract)
3. They create forward motion that compounds — each step opens new possibilities
4. They force prioritization — you can't pursue a proximate objective and keep everything else going