Effective Goal Setting

broken glass on wooden surface
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Imagine you come home from work tomorrow night and, as you pull into the driveway, you notice a window has been broken. Not cracked, there is a hole in the window. The weather can get in, as can nosy neighbours and some ne’er do wells!

What do you do? You (hopefully) take action to fix the window.

Why? Because a broken window is classified as “wrong”. A fixed window is “normal”. A broken window is not.

When it comes to goal setting, you want to either:

  • get back to normal (i.e. fix the broken window) or;
  • create a new normal – do  something new with the window

As humans, we gravitate to normal, our comfort zone. Normal is deemed as safe. But what I view as normal and what you view as normal is likely very different. Therefore, normal is not arbitrary. This is great news because we can pick the new, better normal and work towards that. Maybe I’d like to have more of what you’re thinking.

And to create a new normal, we need a new problem.

As with the broken window, if we see a problem, we look to fix it. It’s automatic. See broken window, fix broken window.

We work to fix the things that are without or control.

And problems, like the broken window, create energy, an impetus to fix the problem. 

What is my point?

With regards to goals and making plans for things to change, we need energy. Ergo, we need a problem!

“Tell me what you want, what you really really want!”

Spice Girls

If we want to travel overseas for a holiday, most of us have to change our spending and put funds aside for the trip. This, in itself, becomes the new normal. It’s hard at times but we need to decide if we really want the trip and to make the necessary changes. If funds are short week to week, it can cause conflict. It’s called sacrificing and we all have different levels of sacrifice!

But we make the sacrifice if we want the holiday! And then, one day, we step on to that plane … 😀

And so, with goal setting, we need to change what is normal in order to achieve the goal.

Different isn’t always better but better is always different!

unknown

The “Holiday”
Imagine the change you want is the holiday. How do you plan for the holiday?You probably:

  • select a destination
  • check flights or journey options
  • review your budget
  • look up places to visit
  • book accommodation
  • create a spreadsheet to track things like packing, destinations, costs (no-one does that do they? *cough*)
  • you talk to people about it (endlessly!)

All of these actions to a greater or lesser degree, create energy. This energy provides the fuel to make your goal a reality. Hey, even planning for a well deserved holiday can be stressful and sometimes we think it’s just not worth the hassle – but it is and we endure!

What is your goal?
Can you adapt the above points to your goal? More than likely.

How much do you want your goal?
If the energy is there, you’ll achieve your goal or get very close to it. Even a holiday might need to be changed if something doesn’t work out and you can’t influence it. (I’d be on the next plane to Germany if Covid cases weren’t on the rise!)

Conversely, if there is no energy to change, the goal is likely to remain a goal. But, in the same way, if your goal is something you are prepared to sacrifice for, talk about, track progress and make it part of your “normal”, it’ll happen almost magically.

How do you achieve your goals? Let me know in the comments.

Using SCARF to Develop your Team

A new SCARF based staff development/coaching template is now available on the Resources page here.

The template uses the SCARF Model to help leaders determine where their staff are in relation to the five factors in the model. The template uses a rating scale of 1 through 10. This allows a leader to determine granular levels of each factor. You can also use an either/or approach. This means you can assess whether a team member is in threat mode or reward mode.

Look for Trends

It is important to have data to support your views or you may be off on a wild goose chase. Also note, people can have bad days and weeks, so also look for trends over time. A quieter day in the team may simply mean they’ve had an argument with their spouse.

Go Deeper

Another aspect is to go a little deeper than outward appearances only. This takes a little more care but you don’t need to be a psychologist. This might be what is referred to as “Will vs Skill”. If a person has the skills to complete a task but doesn’t, then it may be a “will” issue. There may be something internally preventing them.

Will vs Skill

A simple example I have come across many times is sales. People join organisations for a purpose and then sales comes into the role. (Or perhaps it was there all long and they have avoided it). Regardless, they now need to jump on the sales train.

Some people are averse to this approach with customers and avoid it. Leaders will consider all sorts of strategies to win them over.

The point about going deeper is to understand the aversion to sales itself. This may comes down to beliefs, attitudes and habits around the concept of selling. There could be many reasons for this:

  • family background is adverse to sales people
  • have been scammed before vowed to never do that to others
  • don’t want to be seen as a salesperson in the worst sense (many people use the “used car salesperson” metaphor)
  • Won’t people see me as pushy?
  • What if people say no? We all hates rejection.

In relation to the SCARF model, this might be seen as a threat and so they may use common behaviours to deal with the threat:

  • Fight – push back (e.g. why do I have to sell?)
  • Flight – avoid “selling” and describe is as better customer service (without the required results)
  • Freeze – reduction in contact with customers (in a contact centre this may look like shortened call times, hanging up on customers)
  • Flinch – using most of the process with out closing the sale (aka asking for the order)

The point is to assess where your individual team members are on the scale and work towards supporting them to the more beneficial side of the equation.

Character Development

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When we think of personal development, we think in terms of taking new things on: taking on new skills, taking on new behaviours, as well as new attitudes and beliefs. This can be scary and take us well out of our comfort zone.

This is because, when we start to take on these new attributes, we’re rarely competent … at first. We get to (re)learn about the competency ladder.

  • Unconsciously incompetent – we did know that we didn’t know!
  • Conscious incompetent – we now know what we don’t know!
  • Consciously competent – we focus and become better at our new skills
  • Unconsciously competent – we do it without even thinking about it!

Acting as if …

In his commencement speech at the University of the Arts 2012, Neil Gaiman finishes off a great speech by suggesting people be wise. “But”, he says, “If you don’t know how to be wise, think of someone who is wise and just pretend to be like them.”

“Acting as if” leads to acting, or behaving and thinking, like the character trait you want to be competent in.

According to the site, Ranker, Daniel Day Lewis is known for staying in character off camera. Reportedly, he would send text messages as “Commander in Chief” and talk on the phone as Abraham Lincoln when he was filming Lincoln.

He was acting as if he was Lincoln!

What skill or behaviour are you looking to develop?

An actor will take the time to research their character. Particularly if it is based on true events, they will go to great lengths to find out about their character, as stated by Chesley “Sully” Sullenberger of Tom Hanks.

And yet, here is how Hanks describes the situation:

When we are looking to lead people, or influence others, what traits do we need to take on in order to be successful in the role or the situation? Think about someone you know who has the attributes you are seeking. Have a conversation with them, taking note of how they approach a situation. Then reflect on how you might adopt that skill.

For example:

Imagine for a moment, you get triggered very easily by certain situations or certain people. Perhaps a leader in your organisation is unethical but keeps getting accolades and acknowledgments. Each time you interact with them you find yourself thinking about their flaws and it can distract you from the task at hand.

Speak to someone you know and trust. Ask them how they deal with difficult personalities. (I suggest NOT mentioning your trigger person). Hear your colleague out and imagine yourself managing the situation the same way. What skills and attributes would you need to take on? Write them down.

Now “act as if” you had those skills. Can you do this for a few seconds? A few minutes? A whole meeting?

This is different from “faking it till you make it”. Faking it calls out the fact you are faking it. Therefore, it could mean you’re being duplicitous with yourself. And there is no need to be.

An analogy in two parts

  1. When we learn to drive a car on the road, we’re learning at the same time as doing. You’re not faking it.
  2. Sitting in a lounge chair, making car noises with hands on an imaginary steering wheel is faking it!

It’s the same when dealing with new and challenging situations. You’re actually “driving the car” no matter how nervously or how you feel inwardly or how many mistakes you make … you’re driving! 🙌

Truth be told, the person you went to for guidance, at one time, “acted as if” as well. Maybe they still are! 😧

Conclusion

We do this every day! We act as if every day of our lives. We do it subconsciously to fit in, deal with a difficult client, even drive to a brand new location because just getting there can be stressful.

Now the skill is to do it consciously, on purpose, with an expected result. If you don’t get it exactly right first time, you go again. You can’t be version 2.0 of yourself within being a Version 1.0! Not even Apple, Microsoft and Google can do that.

Develop your character they you want it to be! To benefit you and those you work with.

To help with this I have created a simple template you can use and re-use for skills and attributes you’re looking to develop this way. It is free and you can get it here.

The $1 Experiment – Update

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Happy New Year! 🥳 I hope everyone is well and started the New Year with a bang!

I am sipping flat champagne out here on the patio as I write this at 10:13am. A bit early but we thought the bottle was empty and, as there was one glass left, I wasn’t going to waste it! Cheers! 🥂

So, if you have been here before, you’ll know I am running an experiment called the “$1 experiment”. The premise being I am looking to provide value free of charge but would welcome any donations people may wish to contribute if I add value.

As this is Day One of the formal experiment, December being the “soft launch”, I thought I’d give you an update of how it’s going. You can check out the details here!

Over the Christmas period I did drop my level of posts but I’ll kick that up a notch now the New Year is here.

How much have I earned so far?

So far I’ve had two donations! This has equated (after fees from Stripe) to $2.04 into my account. Thanks to Ryan and Glenn! 🙏

I’m certainly not retiring any time soon. But it’ll be fun to see how this goes over the next 365 days.

Plans to increase the value for 2022

My aim is to provide new tools every week, so 52 new tools by year’s end. These will cover topics such as:

  • leading people
  • managing teams
  • developing habits
  • personal effectiveness
  • developing a better mindset
  • dealing with different personalities

If there is something you’re interested in that may fit into one of the above topics, let me know in the comments and I’ll do some research and maybe develop a tool people can use to improve their effectiveness.

The blog part of the website will always be free with donations accepted if you feel there is value in what I provide.

I will be developing some products for payment but they will be clearly defined and apart from the blog.

Have an awesome 2022 everyone.