Tag: goals

092: How To Set And Achieve My Goals

092: How To Set And Achieve My Goals

As it is the beginning of 2018, Goal setting is the topic of many conversations. Most people try and fail at setting goals but the exercise is important to the desire for success. Today, I talk about two ways to set goals.

Why people don’t set goals:

  1. First, they don’t think goal setting is important.
    Brian Tracy writes about that. He says:

    “Living without clear goals is like driving in a thick fog. No matter how powerful or well-engineered your car, you drive slowly, hesitantly, making little progress on even the smoothest road. Deciding upon your goals clears the fog immediately and allows you to focus and channel your energies and your abilities. Clear goals enable you to step on the accelerator of your own life and race ahead rapidly toward achieving more of what you really want.”

  2. The second reason people don’t set goals is the fear of failure.
  3. The third reason people don’t set goals is they simply don’t know how.

Goals are important in that they give a general direction for one’s activities. The goal should be specific, measurable and have a date on it. The activity of the goal should be within your control but not necessarily the outcome. Own the Goal.

For example:

Poor Goal:

  • Increase worship attendance 25%. We can’t control people’s behaviors.

Better Goal:

  • Make the worship experience more inviting. We can hang specifics on that one by, for example, providing better visuals, evaluate and update our worship presentation, become a more skilled speaker, incorporate or eliminate certain elements, encourage members to be inviting.

Poor Goal:

  • Increase the number of our small group participation by 30%.

Better Goal:

  • Increase the number of small group opportunities by 15 small groups. We can set up the environments and whether the people join one or not is not ours to control.

Here’s one process for setting Goal – if your personality is more ‘free’ this might fit.

  1. Set a goal: the outcome. What you want to achieve.
  2. Establish strategies: The broad approaches you are going to take in order to achieve the goal.
  3. Define objectives for each strategy. Objectives are the measurable tasks that will be undertaken in order to realize the strategies.
  4. Develop tactics – the tools that will be used in order to achieve the objectives.
    *Put a date on these… a goal without a date is just a dream… you can always adjust….

Example: World War II in order to illustrate the application of these concepts.
Goal: Win the war.
Strategy: Surround Germany to choke off the resources that fueled its military force.
Objective: Invade France. This is measurable. You’ll know if you’ve succeeded and to what degree.
Tactics: What will you use to do this? e.g. ships, planes, soldiers, etc.

In summary:
Goals = the broad outcomes
Strategies = the general approaches you will take
Objectives = the measurable steps to achieve the strategies
Tactics = the tools you will use.

Here is one of the methods that I use for goal setting. It is from speaker/author Brian Tracy:

  1. Decide what you want. What do you really want for your life this year? To influence a certain people group? To climb a mountain or run a marathon? To write a book?
  2. Write it down.
  3. Set a deadline. Remember that a goal without a deadline is only a dream. If the goal is huge (e.g. write my first novel), then set sub-deadlines (e.g. finish one chapter per month).
  4. Brainstorm a list of everything you can think of that you could do to accomplish this.
  5. Organize the list. What is the sequence (i.e. what has to come first, etc) and what is the priority (i.e. what is the most important item on this list?). Accomplish that first.
  6. Do something. This is the most crucial of the list. “Simple action gets things done. Focused action changes the world!” (I just made that up. Feel free to Tweet it :))
  7. Do something every day.
  8. Get a coach! (Click here to find out about working with me),


What Might Be Happening When Your Leader Does Nothing

What Might Be Happening When Your Leader Does Nothing

Screen Shot 2013-11-04 at 6.54.31 AMI was sitting at a stoplight waiting to turn right – 3rd in line.  The light turned green but the lead car didn’t move.  It just sat there. My brow furrow, thinking that the large SUV driver was on the phone or daydreaming or flipping radio stations.  However, I was more patient than the young man behind him, in front of me, who laid on the horn – first in short blasts, then in long drones.

Still the SUV didn’t move, green light and all.

As I watched and began to fume, from the front of the SUV, a young mom pushing a stroller that held a sleeping 2yr-old came into view, crossing past the SUV and onto the sidewalk.  The honking stopped.  All of us drivers exhaled and we realized that waiting was the smartest thing for the leader to do.  Had the leader charged ahead, tragedy would ensue.

If you’ve been in leadership, you know that sometimes the hardest thing to do is to do nothing.  You can’t make a decision because you are needing to see what the market is going to do.  You have to wait on moving forward with an initiative because you don’t have the right people in place.  You hold back on saying ‘yes’ to one department because you know that it would decimate the goals of another.

Sometimes leaders have to wait.

The problem comes for those who are following – for those who don’t or can’t see the big picture.  We become upset with our leader and think that they are indecisive, lazy or afraid.  We ‘honk our horns’ in frustration and wonder why he or she won’t approve a spending request.  We become myopic in our quest to further that which has been entrusted to us.

If you’re in that situation, here are three questions to ask yourself if your leader seems to be doing nothing:

  1. Is there something that I’m not seeing that he is?  Maybe there is better option coming into view that I can’t see yet.
  2. If my leader moved forward right now, what other departments or people may be affected?  Maybe approving your venture would slow down or stop the off-shore team that is about to launch into a new area.
  3. What else can I do to cast vision about the importance of my initiative?  Maybe my leader doesn’t know what I need.

Of course there are leaders who are lazy or procrastinate unnecessarily, but unless there’s a pattern, always give them the benefit of the doubt.  In other words, lay off your horn.  

Add to the conversation by making a comment below … 



By the way, here is a video of what could have happened if the SUV when forward:  CLICK HERE.

Reading the Book on Alignment

Reading the Book on Alignment

One of the consistent struggles about which I hear leaders talk is alignment.  More specifically, “How do I get my organization to be on the same page and moving in the same direction?”

Greater experts have a gazillion seminars, trick and tips on how to do this, but one of the main keys is to set three goals.  Unfortunately, the strategies, objectives and tactics need to be surmised by you and your team, but here is a mental picture that has helped me.

1)  When I think of aligning the organization/church, my first thought goes to my staff (or those who report directly).  The goal here is to make sure they are all on the same page and moving forward.  Daily conversations, meetings, evaluations and encouragements that focus on the movement toward the vision are essential.

2)  The second goal is to encourage the organization/church’s leaders to be on the same chapter of the page in which your staff is operating.  Whether it’s your Board of Directors or the Church Council, operational updates, stories and reviews are examples of “chapter synergy” that you need to strive for to keep your leadership moving toward the realization of the vision.

3)  The third goal is the make sure the total organization/church is in the same book!  I know this sounds weird, but so many organization/church leaders think everyone knows why the organization/church exists but are surprised when they hear comments that don’t describe the organization/church at all!  As clear and often as you can, you need to communicate to the greater constituents/congregants who we are, what we are about and how we are moving toward the vision.

Remember – Staff on the same page, Leaders on the same chapter and the Global Organization/Church in the same book!