Supercharge your goal setting with these tips, apps and hacks

goal setting tips
Find the right tools to help you stay accountable and achieve your goals

You can now boost your business and personal life by matching goal setting guidelines with the best online productivity tools and apps. By selecting the most effective goal setting tips along with collaborative apps you can keep track of your progress. In fact, it is an excellent way to keep momentum in your business and personal life. This could make you and your business unstoppable.

To ensure your goal setting for your business actually creates results, you need to track progress towards achievements as you go, rather than simply writing them down and stepping away.

Whether it’s self-directed or assisted by others, it’s essential you have processes in place that help you to remain accountable. Seeing your progress is an essential source of motivation, and means there are consequences if you’re not doing the right things to achieve your goals.

  1. Get organised

The first step to ensure you’re able to remain accountable is to be organised. This means being well aware of what you want to achieve, and creating a method to list and track your progress towards the eventual goal.

Investigate the many solutions that can make quantifying goals easier. There are many popular productivity apps, and the people I mentor often use Trello which tracks all the various projects they have on at any point in time. You can monitor tasks and set target dates for completion to ensure you are making progress.

Project management apps like Trello are not limited to a professional context either, one of the people I mentor added projects he wants to complete around the house. Essentially, it’s a tool for time management that can help you focus on both personal and professional goals.

On a side note, Trello has recently been acquired by Atlassian, you can read more about here.

  1. Find someone to hold you accountable

Depending on the type of goal you are focusing on, there are a number of people who can hold you to account and request regular updates. A board of directors will have one set of expectations to meet, which may differ from those of your financial controller who has a more operational focus.

In some cases, however, you may need someone more impartial like a business coach who is aware of what you are trying to achieve but doesn’t have the same emotional attachment to your business. They can hold you to account in a non-judgmental way while still ensuring you’re being pushed in the right direction and tackling that “too hard basket”.

Alternatively, get your family involved. This is a way to have a positive balance of personal and professional goals, while focusing on objectives that will add to your relationships. Again, they offer a valuable perspective on your goals that’s separate from people based within the business.

  1. Review your goals to ensure they’re achievable

Create goals that you can confidently work towards. Frequently, your first attempts at listing goals are closer to a draft than a working guide. Often these goals are about 90 per cent complete, so it’s important to come back and refine them after a bit of reflection.

Be sure to understand yourself first, determining what drives you. Think about the things that you intended to do last year, but didn’t. Are those things still important? Then determine what you want for this year. Draw up your goals and prepare an action plan. Then review these regularly.

Some of the questions that can help to refine the goals in the early stages are:

  • What is the big picture?
    • Clarifying your big picture becomes your theme
  • What are the best opportunities to pursue?
    • Opportunities give you the milestones you want to meet
  • Are these goals achievable?
    • Achievable goals become your targets
  • What steps do I need to take to achieve what I want?
    • Each step can become your mini projects
  • How do I track the progress of these goals?
    • These become actions you can carry out
  • Can others help me to achieve and check in on how I am going?
    • This helps to clarify who is your support, and if you need a mentor.

All of these questions can distil your goals into a plan that’s easy to account for as the months pass.

  1. Find motivation

A bit of extra pressure is good for keeping you on track. That’s part of the reason why it’s so important to enlist other people who are invested in your progress. I found there’s a way to encourage motivation with an app called Crew Mojo, which empowers individuals and teams to get stuff done with a culture of commitment and real-time feedback.

Knowing other people are keeping an eye on your promised deadlines helps you take the process a bit more seriously while also creating a channel whereby you can update invested parties ahead of time if you think a certain timeframe is going to be particularly tough to meet.

Using traditional goal setting along with apps to keep track of your progress is an excellent way to keep momentum in your business and personal life. With the right balance, you can stay accountable and achieve your objectives for the coming year.


Graham JenkinsBy: TEC Chair, CEO mentor and coach Graham Jenkins

Adding the why back into goal setting

goal setting tips

When it comes to goal setting, people are more likely to have business goals rather than personal ones.

My approach is to ensure leaders are able to recognise and manage the inevitable imbalance between achieving both work and life goals. People use popular frameworks such as SMART or Objective Key Results (OKR), often missing an important step, which is the why.

Whether your aim is business or personal goal setting, these tips are framed to help seek clarity and understanding the purpose behind goals.

It doesn’t matter which framework you use, as long as you know your reasons why your goals are important to you.

Clarity of vision

Goals are short term, visions are not. Goals are specific and quantifiable, while visions are broad, all-encompassing ideas of how you want your life or business. Visions capture how you want your goals to look, feel and even be.

Goals lack a deeper meaning if they are not paired with visions that provide purpose and significance. Setting goals without a vision is crazy.

Firstly, you should have a compelling vision that your goals are embedded within, which will drive more lasting and meaningful achievement and progress.

Inevitably, goals can become self-defeating if there is a myopic focus. Holding fast to a single vision enables adaptability and resilience to what is important in this fast changing and distracting world.

Clarity of purpose

One integral question we need to start off with when undertaking goal setting and goal achievement is why. This could be answered by your organisation’s mission statement or clarifying your own role.

There are two main reasons that setting a clear and compelling why is so powerful:

  • The first is inspired and purposeful action. Which means getting clear on why you are doing what you are doing. When you have a powerful why attached to your goals, you know exactly what and whom you are doing it for.
  • The other is sacrifice. When you have a powerful and compelling why, you will be much more likely to pay the price to achieve the goal.

The quote by Friedrich Nietzsche sums this point perfectly: ‘He who has a why to live for can bear almost any how.’

If you have not defined your purpose then you are missing one of the most important motivators for goal achievement. As entrepreneur Peter Voogd said: ‘Reasons come first, results come second.’

Some of the questions to ask yourself include:

  • Why is this goal important to me to achieve?
  • Why am I willing to make the necessary sacrifices?
  • Why am I able to keep going in the face of adversity?

Answering these questions will begin to craft your why, which becomes your purpose, and helps to give you clarity.

At all levels of organisations, role clarity is critical. Team members need to have a perfectly clear understanding of everyone’s role expectations of them and the reasons their roles exist in the organisation in the first place.

The responsibility to ensure the understanding of roles and create an effective team structure rests squarely with the leader.

Most importantly, however, especially for personal goals: Share them with family. A number of people use vision boards and all sorts of great tricks to direct their personal goals. Too many times when asked what their partner thinks, they’ve said ‘Oh no I haven’t shown them’.

These decisions and your goals affect their lives too. By having a joint purpose you gain an extra level of investment, and a new sounding board for further ideas and support.

Clarity of importance

The point of goals is not to successfully complete tasks we blindly set ourselves, nor is it to tick off goal checklists or bucket lists of trivialities.  What truly counts is the ability to master the right kind of big goals, by embedding your goals within your business vision and purpose.

Angela Brown Oberer said ‘You’ll never leave where you are until you decide where you would rather be’. Without knowing the purpose behind your goals and what the end result should look like, you’re stuck with objectives that don’t mean anything in the long run.

The harsh reality is that your true goals, the ones that are most important to you, take the most effort, dedication and sacrifice to achieve.

Your compelling why will allow you to endure the challenges and obstacles that are sure to arise. When others quit and give up, you will develop the agility, resilience and fortitude to keep going.

You can only accomplish those kinds of goals when you’re willing to question assumptions regularly and re-evaluate as necessary, so you achieve what counts in a handful of major elements that really matter.

Clarity of how

Bringing together clarity of vision, purpose and importance to then determine how you will approach your goal setting and achievement is the final step.

There are lots of goal setting frameworks such as SMART and OKR that turn the exercise into a process that’s easy to follow. However, you can easily follow the mantra of Steve Covey: Begin with the end in mind.

This reminds you to begin each day, task or project with a clear line of sight of your desired ultimate direction and destination. You then have to be agile enough to constantly flex and be proactive, which means as long as you are making the right things happen, you’re getting close to achieving your goals.

A personal mantra (what I live by) or a personal legacy vision statement (what people would say about me at my funeral) is a simple but powerful way for keeping you in check.

Clarifying the vision, the purpose, importance and method, helps to turn your goals in to actions.

 


Trent BartlettBy: TEC Chair, CEO mentor and coach Trent Bartlett

Building new vision for business in 2017

new-year-resolutions
Looking back over the year allows us the chance to put the year in perspective.

This year in particular perspective seems to be the operative word, with local decisions in the United Kingdom and United States having a ripple effect across the globe. These events have reminded me of the value of personal and business leadership, and the responsibility on the shoulders of those in leadership positions. Continue reading

5 steps to become a more effective leader

effective leadership

Leadership is no longer granted in a job title or organisational structure.  Effective leadership echoes in every interaction from your words, actions and even mannerisms. Infact, the opinions of customers, shareholders and suppliers all hinge on how a leader presents themselves. As such, the difference between an effective leader and one who’s struggling can shape an organisation. Continue reading

Coaching those who need it most…

Coaching those who need it most

People can face a crisis of confidence in the workplace often in spite of their actual ability. Thoughts such as “I’m not good enough to take on these responsibilities” or “I won’t draw attention by celebrating my achievements” or “I don’t deserve this – I’ll be found out soon” can plague people. Those thoughts indicate a lack of self-confidence that can be quite damaging both for careers as well as in the workplace generally. There is a name for it. It is known as imposter syndrome. Continue reading

Coming up to the next fork in your career road

Coming up to the next fork in your career road
There you were – engaged, challenged and fulfilled in your work that made the most of your innate talents and spoke to your passions and beliefs. You might have spent years developing a fully committed relationship with one of your closest friends – your job! Continue reading

Everyone wants to be an entrepreneur but not everybody has a plan

Everyone wants to be an entrepreneur

As news continues to break that Snapchat defied the odds and raised over $1.8 billion in funding, many people have been reminded of the money to be made in technology and other entrepreneurial start-ups. Continue reading

Leadership is risky – Are you for it or against it?

Leadership is risky
Leadership fundamentally involves three main elements: people, change and risk, as well as the preparedness to fail whilst trying for greatness. However, of all the changes currently affecting the business environment, it could be the leader’s approach to risk that is changing the most. An Ernst & Young (EY) survey from late last year found this change is especially prevalent in Australia’s banking sector, where 89 per cent of respondents reported that the board and senior management were increasing their focus on risk. Continue reading

“If we don’t innovate…we’re toast.”

Innovation
In June the CEO of Commonwealth Bank said his business will be “toast” within a decade if it fails to successfully innovate, describing it as an “existential imperative”. Continue reading

Should accountability be at the heart of your coaching and mentoring processes?

richard-appleby-accountability

American mythologist Joseph Campbell’s studies into human myths and legends led him to identify a common pattern in global narratives relating to mentorship. In his book “The Hero’s Journey“, he explained that there is always a mentor in every great story, regardless of the culture or time. Continue reading

One hour a day five days a week, that’s all it takes

ongoing learning
For CEOs, an hour is a long time, whether you think of it as 60 minutes, 3,600 seconds or even 3,600,000 milliseconds. In that time you could take a nap, watch your favourite sports team, take a bubble bath or a number of other activities. Continue reading

Know yourself, know your enemy

ian-neal-know-your-customers

George was having a terrible day at work. The deal he was sent to conclude had irrecoverably broken down, with key terms rejected and feelings hurt.

He had done everything by the book and followed best practice methods. However, he left without anything to show for his months of advanced negotiations. But unlike many business leaders, he did not take the red-eye home, reviewing the evident failures along the way. No, he in fact had months to muse over his unsuccessful negotiations as it was 1793, and George Macartney was returning home following the failure of the first British diplomatic mission to China.

Macartney faced a number of challenges that have strong similarities with the contemporary plight of marketers today. While he faced unique obstacles, such as showing the appropriate level of submission to Chinese emperor Qianlong, the British call for greater trade ultimately failed due to different perspectives of the world.

The two groups of people, the British on one side and the Chinese on the other, stemmed from very different cultures and started from fundamentally different points-of-view. As such, each had very different objectives and methods for achieving them. The scenario is very similar to the environment marketers find themselves in: Trying to understand customers and consumers, who may have very different perspectives of a brand.

Knowing the customer: Segmenting your markets

In today’s world, understanding customers is essential, from sales to customer service and everything in between.

How many executives simply say: “There are 30 million customers and all we need is 1 per cent market share”?

Rather than help, such an approach glosses over the nuances and differences in the consumer base, risking failure similar to that experienced by George.

So how to avoid similar issues?

Clever market segmentation is the answer.

Traditionally, segmentation occurred by creating homogeneous groups of customers based on demographic characteristics such as age, location and ethnicity.

While it’s a simple idea, market segmentation can throw a number of curve balls to even the most experienced business leaders. However, if they can segment their markets in a meaningful way, the organisation can create marketing messages that are relevant to real customers who have real needs.

I believe that today traditional methods of segmentation are not good enough to deliver satisfactory results. So the question remains: How should market segmentation be approached?

Looking deeper, getting involved

In today’s world, characterised by fragmented perspectives, novel needs and nuanced wants, market segmentation can offer organisations a number of benefits. From risk reduction to enhanced resource use, the technique can offer organisations a way into the diverse world of consumers – if done right. On line marketers talk about a segment of one given the emerging abilities online.

While market research has value, there are a number of limitations. Take a normal qualitative research project. From the offset there are problems to deal with: You have people who are paid to be in the focus group and who may not be representative of the consumer base. You will also need a facilitator who tend to have their own biases, which can influence the direction the group takes and thus the results at the end.

Rather than relying on market research data, I think business leaders need to sit down in one-on-one interviews with 20 to 50 customers. By doing this, researchers can find the common factors that link them and allow real information sharing with the marketing team.

Only by investing the time to sit down with customers can a truly deep and intimate understanding be fostered. However, this is not a task for some intern- it really needs to be conducted by an individual high-up the organisation, someone who is across the business from head to toe and really knows the big issues that the organisation is seeking to solve.

There is no doubt that attracting customers requires a very good and deep  understanding who your customers are and finding clever ways to break them into manageable groups that will respond positively to what you have to offer is the goal of segmentation. Taking traditional methods step further and taking the time of senior leader to actually talk and observe real customers will deliver the gold.

 


Ian NealBy: TEC Chair, CEO mentor and coach Ian Neal