Jobs and CareersI've been a goal setter since '83 when I played high school basketball in Kenton, Ohio. Coach Davis was passionate about visualization and setting goals. I really liked this idea of reaching a goal that I set.
So, I made my goal to be the MVP of my team. I was already co-captain and had a reputation as a tough, consistent player. So, how did I do on my goal?
I was the leading scorer, leading rebounder and had the highest field goal percentage.
Got my goal, right?
No.
Actually it went to Coach Davis' 6th man (or woman in our case.) Hey, sometimes you're the bug and sometimes the windshield... I was definitely the bug! Goal setting didn't really work out that year, but I learned a tremendous amount from that experience.
Set Your Goal, But Don't Put All Your Eggs In Your Goal Basket
Just like my MVP goal, it was all that I had at that time. One goal and when I didn't receive the MVP, it crushed me for way longer than it should have. If I would've had many short term goals I could have just moved on with a little disappointment.
Set Goal You Know You Can Achieve Within The Month
I set new goals every month. I write about 10-15 short-term goals for one month at a time.
Here's a different thought..instead of putting a $100,000 goal out there for the month, how about $1 when you achieve that you move the bar to $10, then $100, $1000, $10,000. Set goals that you know that you will achieve within the next week. I see people especially new to a home business that expect to have a $100,000 a month right away. Take the monkey off your back! Don't put so much pressure on yourself.
Small Is Better
Give smaller bits of the goal. Break it down so that you can actually see yourself achieving the goal pretty quickly. It reminds me of the joke, "How does an ant eat an elephant? One bite at a time." For example if my goal is to add 500 people to my free 7 day ecourse, I'll write it like this:
My list:
100
200
300
400
500
Then I'll put a check mark by each number when I hit the goal. I expect to hit the 500 and beyond during the month.
Celebrate Every Win
Writing these smaller goals, you are writing goals that you know you can achieve. Therefore, you are constantly celebrating.
Who doesn't love to celebrate? It makes you feel good. And we know that when we feel good, we are attracting wonderful things to ourselves! This is Law of Attraction working in our lives. Enjoy your win!
If you face a setback, fix it, forget it and move on. Don't focus on it.
When we focus on our losses and setbacks, all the things we can't do, we are using the Law of Attraction, this time creating negative things, more doubt, more setbacks. Focus on what you want and all the small wins in your life.
Don't Knock The Significance Of A Pencil Check mark
A check mark, a gold star, or a happy face checking off your goal once you reach it, feels great! You see the visual evidence that you achieved it. There have been studies done on this, that a gold star or other goal marker creates a feeling in us of accomplishment and releases endorphins.
You Can Change Your Mind.
I think sometimes people don't want to set goals because they think of it as a "have-to" process. Goals are to be enjoyed. If you look at a goal and it no longer feels good to you, change it! Sometimes, during the month, I'll add new goals and get rid of ones that I am not passionate about any longer.
Regardless of the endorphins, I know I look forward, yes...look forward to putting a check mark by my goal! That's why the 10-15 goals gives you a chance to constantly reach your goals.
Set your new goals. I'd love to hear how the smaller, short-term goals work for you. I know they work for me!
Tammi Putnam is a successful coach and mentor in her booming personal development business for over 6 years. Along with her husband, Bill, they created http://www.LawofAttraction123.com designed to assist others in their Law of Attraction growth. Sign Up For Our FREE 7 Day eCourse "Attracting Greatness!"
By Tammi Putnam
========================================
Goal Setting at the Leadership Level
By Bryant Nielson
As a leader, you know one of your biggest responsibilities is to set the organization's direction and help it to achieve goals. You've laid out a mission and a vision for the organization and can talk about it at all levels. But should the goals that come from your level be ultra-specific, or should you create a set of general goals and allow the groups to help you meet them?
The first thing you must do is set a general vision for the organization. Without this general vision, all activity is lost in a cloud of uncertainty. The vision you set should be based in the reality of your environment and should be focused on how the organization will best service its clients. Your vision could be as general as, "to provide the highest level customer service in our industry, every time, with every customer". But at least you can be assured that each person, whether internal or external, will use that vision as an overarching theme for everything they do.
You've set the overall vision, but what about the goals within that vision? Is it up to you to create specific goals? In two words, yes and no. You must create some frame for the work that is going to occur over the next quarter, year, or even five years. For example, one of your goals for the organization may be to "increase market share to 50% over the next five years". Is the goal reasonable? Can the organization do it? Do you have the right people in place to execute the goal? If you answer yes to each question, you've got to sit back and try to let it happen. When it does, celebrate the results. When it doesn't, obtain input from the organization as to how they can be better prepared the next time. One of the other ways to help reach goals is to create a "stretch" environment, where celebration occurs for the increments of success. For example, you could say, "increase market share to 47% this year, 48% next year, 49% in 2011, and 50% in 2012". Each time the group hits a target, celebrate it as a step in the right direction.
The hardest part of this mentality is learning to curb your urge to be an "armchair quarterback". You should know how each group within the organization can help achieve the general goals you've set. You should also hold them accountable for the goals that their leader will set for them. But you've got to let them figure out how they can help the organization hit its goals - and let them run with it. In other words, make sure the leaders of each group know how to set direction on a smaller scale. Make sure those leaders know how to select and hire the right people to get the job done. And make sure you all stand out of their way when they get their momentum.
In this same manner, you must be aware of how the execution of your general goals will change based on the groups and the internal and external factors affecting them. Let them help you figure out how to let the goals evolve. Show them that you and your leadership team are open to suggestion, and that the people who do the work are the ones who generally have the best ideas on execution. The strategy you set, those general goals you lay out, should allow the groups to maneuver, use their expertise, and come up with new and improved ways of doing things.
By showing the organization that you are open to new ideas, you're encouraging the removal of traditional boundaries. When you set general goals for the organization, the groups will have to learn how they interact with other groups in order to keep the organization producing. In many organizations, especially large corporations, the walls around groups may have sometimes built up inadvertently and over lengths of time. Most of the time these walls are based on comfort, some fear, and the idea that the status quo is the best condition. As you show that you and your leadership team have removed walls, other groups will learn this, as well. Encourage groups to have cross-functional discussions on the execution of your general goals. In this environment, groups will maneuver to achieve, but you'll find that they may start maneuvering with each other, as well.
Set general goals and allow the organization to execute them. You'll see creativity, less boundaries, and an overall move to achieve your goals together.
Copyright 2009 Bryant Nielson. All Rights Reserved
Bryant Nielson - Learning & Development Expert - assists executives, business owners, and top performing sales executives in taking the leap from the ordinary to extraordinary. Bryant is a trainer, business & leadership coach, and strategic planner for many sales organizations. Bryant's 27 year business career has been based on his results-oriented style of empowering
Subscribe to his blog at: http://www.BryantNielson.com
So, I made my goal to be the MVP of my team. I was already co-captain and had a reputation as a tough, consistent player. So, how did I do on my goal?
I was the leading scorer, leading rebounder and had the highest field goal percentage.
Got my goal, right?
No.
Actually it went to Coach Davis' 6th man (or woman in our case.) Hey, sometimes you're the bug and sometimes the windshield... I was definitely the bug! Goal setting didn't really work out that year, but I learned a tremendous amount from that experience.
Set Your Goal, But Don't Put All Your Eggs In Your Goal Basket
Just like my MVP goal, it was all that I had at that time. One goal and when I didn't receive the MVP, it crushed me for way longer than it should have. If I would've had many short term goals I could have just moved on with a little disappointment.
Set Goal You Know You Can Achieve Within The Month
I set new goals every month. I write about 10-15 short-term goals for one month at a time.
Here's a different thought..instead of putting a $100,000 goal out there for the month, how about $1 when you achieve that you move the bar to $10, then $100, $1000, $10,000. Set goals that you know that you will achieve within the next week. I see people especially new to a home business that expect to have a $100,000 a month right away. Take the monkey off your back! Don't put so much pressure on yourself.
Small Is Better
Give smaller bits of the goal. Break it down so that you can actually see yourself achieving the goal pretty quickly. It reminds me of the joke, "How does an ant eat an elephant? One bite at a time." For example if my goal is to add 500 people to my free 7 day ecourse, I'll write it like this:
My list:
100
200
300
400
500
Then I'll put a check mark by each number when I hit the goal. I expect to hit the 500 and beyond during the month.
Celebrate Every Win
Writing these smaller goals, you are writing goals that you know you can achieve. Therefore, you are constantly celebrating.
Who doesn't love to celebrate? It makes you feel good. And we know that when we feel good, we are attracting wonderful things to ourselves! This is Law of Attraction working in our lives. Enjoy your win!
If you face a setback, fix it, forget it and move on. Don't focus on it.
When we focus on our losses and setbacks, all the things we can't do, we are using the Law of Attraction, this time creating negative things, more doubt, more setbacks. Focus on what you want and all the small wins in your life.
Don't Knock The Significance Of A Pencil Check mark
A check mark, a gold star, or a happy face checking off your goal once you reach it, feels great! You see the visual evidence that you achieved it. There have been studies done on this, that a gold star or other goal marker creates a feeling in us of accomplishment and releases endorphins.
You Can Change Your Mind.
I think sometimes people don't want to set goals because they think of it as a "have-to" process. Goals are to be enjoyed. If you look at a goal and it no longer feels good to you, change it! Sometimes, during the month, I'll add new goals and get rid of ones that I am not passionate about any longer.
Regardless of the endorphins, I know I look forward, yes...look forward to putting a check mark by my goal! That's why the 10-15 goals gives you a chance to constantly reach your goals.
Set your new goals. I'd love to hear how the smaller, short-term goals work for you. I know they work for me!
Tammi Putnam is a successful coach and mentor in her booming personal development business for over 6 years. Along with her husband, Bill, they created http://www.LawofAttraction123.com designed to assist others in their Law of Attraction growth. Sign Up For Our FREE 7 Day eCourse "Attracting Greatness!"
By Tammi Putnam
========================================
Goal Setting at the Leadership Level
By Bryant Nielson
As a leader, you know one of your biggest responsibilities is to set the organization's direction and help it to achieve goals. You've laid out a mission and a vision for the organization and can talk about it at all levels. But should the goals that come from your level be ultra-specific, or should you create a set of general goals and allow the groups to help you meet them?
The first thing you must do is set a general vision for the organization. Without this general vision, all activity is lost in a cloud of uncertainty. The vision you set should be based in the reality of your environment and should be focused on how the organization will best service its clients. Your vision could be as general as, "to provide the highest level customer service in our industry, every time, with every customer". But at least you can be assured that each person, whether internal or external, will use that vision as an overarching theme for everything they do.
You've set the overall vision, but what about the goals within that vision? Is it up to you to create specific goals? In two words, yes and no. You must create some frame for the work that is going to occur over the next quarter, year, or even five years. For example, one of your goals for the organization may be to "increase market share to 50% over the next five years". Is the goal reasonable? Can the organization do it? Do you have the right people in place to execute the goal? If you answer yes to each question, you've got to sit back and try to let it happen. When it does, celebrate the results. When it doesn't, obtain input from the organization as to how they can be better prepared the next time. One of the other ways to help reach goals is to create a "stretch" environment, where celebration occurs for the increments of success. For example, you could say, "increase market share to 47% this year, 48% next year, 49% in 2011, and 50% in 2012". Each time the group hits a target, celebrate it as a step in the right direction.
The hardest part of this mentality is learning to curb your urge to be an "armchair quarterback". You should know how each group within the organization can help achieve the general goals you've set. You should also hold them accountable for the goals that their leader will set for them. But you've got to let them figure out how they can help the organization hit its goals - and let them run with it. In other words, make sure the leaders of each group know how to set direction on a smaller scale. Make sure those leaders know how to select and hire the right people to get the job done. And make sure you all stand out of their way when they get their momentum.
In this same manner, you must be aware of how the execution of your general goals will change based on the groups and the internal and external factors affecting them. Let them help you figure out how to let the goals evolve. Show them that you and your leadership team are open to suggestion, and that the people who do the work are the ones who generally have the best ideas on execution. The strategy you set, those general goals you lay out, should allow the groups to maneuver, use their expertise, and come up with new and improved ways of doing things.
By showing the organization that you are open to new ideas, you're encouraging the removal of traditional boundaries. When you set general goals for the organization, the groups will have to learn how they interact with other groups in order to keep the organization producing. In many organizations, especially large corporations, the walls around groups may have sometimes built up inadvertently and over lengths of time. Most of the time these walls are based on comfort, some fear, and the idea that the status quo is the best condition. As you show that you and your leadership team have removed walls, other groups will learn this, as well. Encourage groups to have cross-functional discussions on the execution of your general goals. In this environment, groups will maneuver to achieve, but you'll find that they may start maneuvering with each other, as well.
Set general goals and allow the organization to execute them. You'll see creativity, less boundaries, and an overall move to achieve your goals together.
Copyright 2009 Bryant Nielson. All Rights Reserved
Bryant Nielson - Learning & Development Expert - assists executives, business owners, and top performing sales executives in taking the leap from the ordinary to extraordinary. Bryant is a trainer, business & leadership coach, and strategic planner for many sales organizations. Bryant's 27 year business career has been based on his results-oriented style of empowering
Subscribe to his blog at: http://www.BryantNielson.com
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