LEARN A LITTLE:
Are Your Goals in Play?
In the work that we do, many of us are involved in helping others develop goals for their lives, whether it be personal growth or matters of sought-after accomplishment. Typically speaking, all of us enjoy talking about goals and even setting them. It would seem that no one wants life just to happen to them. But, the business of setting goals is actually much more complicated than most people realize.
As a result, this month’s blog is meant to be a thought piece, not a review of the literature or a challenge for the machinations of artificial intelligence regarding the setting of life goals. This piece reflects the dialogue of colleagues seeking to better understand the dynamics of goal setting from different personal perspectives.
When people embark on goal setting, we recognized the fact that very few of them actually write down those goals that matter the most to them. A related concern was that even when written down, very few goals are actually accomplished. After completing this exercise, we would compare our thoughts with the contributions of science.
As we considered our perspectives and exchanged our experiences, the first thing we did was wrestle with the scope of the concept. For us, life goals were just that, those matters in our lives that were most critical to our well-being, the experience of joy and meaning coupled with the sense of accomplishment that comes from being able to say that we are working on living our best possible lives.
We ruled out career goals, such as meeting deadlines, increasing sales numbers, achieving quotas, making a certain number of appointments or completing reports. Life goals were harder. Here, however, we would consider changing careers as an acceptable and defining goal. It was our thought that goals tend to be personal, relational, or developmental rather than being task specific such as finishing paperwork.
The question of goal setting can be quite complicated. It’s not just a question of asking who sets goals, or why or why not. No doubt one’s personality and experiences, including childhood and family dynamics and expectations have a bearing on the goal-setting process. Some people are drawn to setting goals and writing them down. It gives them comfort, a general sense of direction. Others feel that writing goals restrains their freedom and creativity. It limits their access to spontaneous opportunity. Clearly, there are a lot of individual differences at work when looking at personal goal development.
After continued discussion, we began to formulate some ideas. Several are shared below.
- Goals are events or activities not presently occurring or existing in our lives. They are those things that we would like to be present, challenges we would like to overcome. They are not vague and have an implementation intention.
- Goals in play. This is probably the cardinal feature of a true goal. We’re actually working on it. We have steps, we have timelines, and we’re revising or making adjustments as necessary.
- Goals on deck. In this instance, we have clearly identified something we want to accomplish, get done, or We feel strongly about it, and it is active in our mind.
There are two distinctions that need to be made here:
- The area is currently not in play as a result of current priorities. Generally speaking, it’s a matter of time.
- This area is not in play because a prerequisite step or accomplishment has not been completed—a graduation examination or skill acquisition, for example. But goals on deck refer to the fact that the goal developer has identified some tentative goal priorities in their lives. They’re not glued in, but they can be refined or modified as necessary.
Itchy goals. This area of goal setting recognizes the fact that opportunities in our lives come along that make us eager to accomplish them. They are intrinsic— doing something that matters or is interesting.
- Itchy goals may be the result of a negative event or problem circumstances, such as a suddenly appearing medical condition, a family misfortune, an unexpected major expense, or a loss of employment. Because of their importance, we are eager to resolve the situation.
- Itchy goals may also be a result of an unexpected occurrence. There may be only a brief opportunity to respond to the positive development. Examples could be a career enhancing opportunity, attending a conference, or collaborating on a project.
Itchy goals frequently occur in our lives with the emergence of something that truly matters, and we are immediately emotionally engaged. What is characteristic is that the goal originates with us. It’s not likely to be a goal simply recommended by someone else. Some examples could include getting a driver’s license, moving into your first apartment or home, or overcoming a limitation.
How many goals a person should have is a frequently asked question for which there is truly no agreed-upon answer. Some people can tackle more goals than others, and it is evident that not all goals are as difficult as others. The Goldilocks principle comes to mind. We should have the number of goals that’s just right for us— not too easy and not too hard.
In our dialogue, we concluded that most people fail to accomplish their goals because a game plan for accomplishing them was not established. We will continue our efforts to improve the goal attainment process.
Until next time,
Art Dykstra
LAUGH A LITTLE:
REFLECT A LITTLE:
Proverbs 22:1
A good name is more desirable than great riches; to be esteemed is better than silver and gold.
READ A LITTLE:
I Love It Here: How Great Leaders Create Organizations Their People Never Want to Leave
Clint Pulver
(Page Two Press, 2021)
A friend recommended this book to me with the comment that the author uncovered and shared some great ideas for improving organizational morale, relationships, performance, and collaboration. I did not know at that time that Clint Pulver, the author, had gone undercover and interviewed thousands of employees basically asking the question, “Do you like working here?” As it turns out, those responses formed the basis of the book—outlined in Chapter 1.
An interesting aspect of the book is that at the end of the 11 core chapters, there is a featured anecdote, “Mastering Your Moments,” where while reflecting the message of the chapter, it also asks three questions for you to reflect on and a challenge for you to react to.
My friend was correct. It is a good practical read with many ideas for your consideration as a leader. What follows are some highlighted insights from the book.
- “Here’s the truth: as a leader, you’re either the number one reason people stay, or you’re the number one reason they leave.”
- “Our Undercover Millennial program has found that over 75% of all organizational turnover can be traced back to poor management.”
- “If you don’t know why your people are leaving, you won’t know what you need to change to entice them to stay.”
- “The most successful hiring practices:
- Hire the right person, not the convenient person
- Hire internally when possible
- Hire for the ABCs: Attitude, Behavior, and Character
- Let your employees focus on what they do best.”
- “Innovative organizations are proactive.”
- “An employee’s best position may not be the one they start in.”
- The observation is noted that every job has aspects of it that aren’t enjoyable, but “when you’re doing work that makes you crave the result, the negative aspects of that work become more tolerable.”
- “Connection is the link that forms when people experience consistent, high level of trust, love, empathy, kindness, and care.”
- “Your expectations can be as high or low as you want them to be, but if they are not clear, your ship will sail nowhere.” In this regard, the author’s designation of the four types of managers is most helpful.
- Much attention is given to the value of being a Mentor Manager—the narrative is solid and valuable. Here’s a great thought the author offers. “Great mentors can communicate someone’s potential and worth so clearly that the person begins to recognize that potential and worth in themselves.”
- “Success isn’t just about what you accomplish in your life. It’s about what you inspire others to do.” – Terry Wildmann
- Of all the practices I have seen implemented by exceptional bosses, one of the greatest is a consistent effort to keep things simple.”
- Here are two great questions to think about:
- “When I come into work, how do my employees experience me?”
- “How do they experience themselves when they are with me?”
- A shared thought from the world of education pertinent to good leaders: “Great teachers don’t cover material; they uncover it.”
- “You can always afford to show your employees that you care about them.”
- “So who are your coaches right now? Who is teaching and guiding you as you teach and guide those who work for you?”
- A concluding thought, “The greatest part about your role in leadership is that it matters. The hardest part is that it matters every day.”