Everybody talks about success, but how many really achieve it? Becoming successful requires much more than daydreaming or wishes. There are no RESULTS were there are no GOALS. Goalsetting is essential to success. All self-motivated people work towards goals. If you can dream it, you can achieve it. Goals are more than dreams - they are dreams to be ACTED upon. This action must be carefully planned so as to be GOAL DIRECTED. Your goals are limited only by your imagination. Goals can only be achieved if you can visualise them so clearly that you can describe them in detail - make use of the power of VISUALIZATION. Goals should cover all areas of your life:
Goals imply action because the achievement of goals is never passive. Through imagination goals begin to take shape. Use your imagination to assist you in your goalsetting, but ensure that your goals remain realistic. Goals must be:
HOW TO SET GOALS By setting goals you determine what you want to accomplish and how you plan to achieve it. HOW TO IMPROVE YOUR OWN PERFORMANCE Motivating others is an important part of a manager’s function. Being involved in motivating others, however, can often lead to neglect of your own motivational needs. If you’re not motivated, then others around you are unlikely to be stimulated into greater action. Here are some helpful suggestions to ensure that your level of motivation remains high...
You will learn nothing productive from negative people. In fact, they will want to see you fail because your failure will not demand any personal change on their part. Devote your time to associating with winners.
Negative mind-sets precondition you to failure, so be aware of them as they can develop so easily. After all, you will never succeed in implementing a plan of action if you believe it is destined to failure. Be positive. Guard against typical negative statements such as, ‘We have always done it this way’ or ‘You can’t teach old dogs new tricks’.
An affirmation is a short simple statement concerning a specific aspect of your behaviour on which you want to focus particular attention. An example of an affirmation is ‘I have the ability to do the things I want to do’. This affirmation is stated aloud at times when behaviour needs this particular focus. A football coach might refer to this as ‘psyching-up’.
You will not remain motivated unless you have goals. Set goals that test your ability and the ability of your staff. Any goal should be a real challenge but it should be achievable.
It is not surprising to find that some goals are never achieved because it is too easy to change or alter them if they are not recorded. Commit your goals to paper. Say them aloud morning and night to ensure your subconscious is working for you and not against you.
All behaviour is outcome related and these outcomes are assisted by proper planning. An hour’s planning is worth four hours’ implementation. This planning process really focuses how you are going to achieve your goals and will later provide you with an opportunity to obtain valuable feedback.
Explain your goals to all those affected. These may include your peers, superiors and subordinates. You will find that, by sharing your plans with others, you will not only commit yourself publicly but they will be prepared to contribute in some way.
Review regularly how you are progressing towards the achievement of your goals. Any deviation from the desired track is then easy to correct. By achieving your goals you will be guaranteeing your continued motivation. HOW TO DEVELOP A PLAN OF ACTION An action plan converts a solution to a particular management problem into a step-by-step approach for action by listing ‘who’ is to do ‘what’ by ‘when’. By following these steps, managers can be assured of a successful outcome...
Once you have agreed on a solution to a particular problem, it then needs to be defined in the form of a series of goals. For example, each goal would read, ‘For us to ... we need to ...’ Record each goal at the top of a sheet or board being used for this exercise.
Use brainstorming to compile a list of actions necessary to achieve a particular goal. Arrange this list of suggested actions in sequential order.
Develop a timeline allocating dates for the sequential completion of actions, beginning with a point labelled ‘Now’ and ending with a point labelled ‘Goal’.
Take each point on the timeline in turn and identify any other events which would have to occur before the listed event can be addressed. Relevant points not already listed are added to the timeline.
Develop a contingency plan for any anticipated problems. This can be done by considering all of the things that could go wrong. List these problems and identify causes and appropriate actions to resolve them. These actions are now added to the appropriated places on the timeline.
List ways in which the progress of the action plan will be monitored. Include these monitoring stages on the timeline.
Take each point on the timeline in turn and ask, ‘Who will do what, by the date set, to bring about the particular action?’ Record these assigned tasks.
Translate all your information to a clean copy listing the action required, the person responsible and when the necessary action will be taken. Now that you have developed your final plan for action in specific terms, this information is made available to all .
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