Visions: Dreams or Requirements

Anthony Robbins once said, “[In order] to create an extraordinary quality of life, you must create a vision that’s not only obtainable, but that is sustainable.” A great follow-up question to that statement is, “What is the source of your vision?” That question can help an individual identify whether or not the vision has been conceived as an idea generated by themselves or an assignment as part of a higher calling or purpose. The difference is…

Proactive vs Reactive Task Management

Do you ever feel overwhelmed or caught-off-guard by your work or daily tasks? Have you identified a default approach to handling tasks and objectives in your professional life? In this blog, the differences between proactive and reactive styles of task management will be reviewed. We will also identify and outline ways you can move to and leverage a more proactive management style. Imagine you are managing three different projects. Projects A and B are both closing…

An organizational infrastructure is made up of systems, structures, resources and processes. These components must be capable of meeting the internal needs of a business and the external expectations of its customers. Leaders should conduct a thorough examination of the adequacy of their organizational infrastructure based on where they are now (in terms of revenue) versus where they were at half that revenue. Did the infrastructure growth rate match the revenue growth rate? In visiting multiple slow or steady growing organizations, I noticed a decline in momentum occurring in the same manner as their growth, providing a painful experience for its employees and clients. Fast growing organizations have built a steep incline resulting in a constant momentum carrying them just as quickly in the opposite direction. This continuous trend has been regularly noted throughout my visits to various cities. In one instance, there is a slow and painful decline while in another, there is a rapid decline forcing an organization into a state of shock. Both scenarios have resulted in reverse momentum due to the lack of focus on their organizational infrastructures. In many cases, the lack of focus in either situation renders an organization incapable of servicing clients at levels exceeding the competition. The next step to consider is having the ability to continue adequately supporting the business if the growth continues at its current rate. In this case, “adequately” refers to the ability of your Human Resources Department to keep up the pace without impacting morale or increasing turnover. It also refers to whether or not your organization will be able to continue meeting existing client demand while maintaining quality. Most leaders agree being “adequate” is simply not good enough, so going beyond that level means efforts on achieving continuous improvement and growth need to be developed. You must ask the question, “Does my organization have the capacity to service new demand with increased quality?” It will be nearly impossible to focus on client demand, quality, continuous improvement and growth if a lack of prioritization exists within the organization. In over 90% of the organizations I have worked with, there is a strong culture of “we must do it all.” If an organization takes on everything, then nothing becomes the priority. Employees simply cannot sustain the level of thinking, planning, execution and delivery required without something being sub-optimized. In order to determine whether or not prioritization is happening effectively, determine the percentage of what projects and activities are focused on meeting current demand versus the percent of time spent upgrading your organizational infrastructure for continued growth. As you shift your focus and balance, the prioritization of short-term needs and long-term plans will place your company in a position to maintain momentum toward a sustainable future.

A Critical Factor in the Declining Momentum within Small to Mid-Size Companies

Everyone starts off their year with a goal or a set of goals in mind. Many people set out to accomplish many items on their “to-do” list of life, and motivational fires are lit as the clock strikes midnight on the first of the year. Nevertheless, as the year goes on, momentum begins to trail, and many resolutions fade, thus forcing the need to renew the commitment each year. This year should be different. Before you solidify your goals in stone, consider the following questions: How much time are you going to spend in planning your course of action to achieve those goals? How do you plan to keep those goals alive throughout the year? In order to start the process correctly, you must first accurately define your “goal.” A goal can be viewed as an overall objective, target or purpose. The process of goal setting; however, begins with a careful consideration of what you would like to achieve, and ends with adequate planning of each action step. Knowing these steps will allow you to formulate goals that you can actually accomplish. To help you through the process of goal setting, understand that your goals have to be SMART. Setting SMART goals ensures an outline for achieving the goal in an efficient and timely manner. The acronym SMART stands for:

Specific: What is the goal?

Measurable: How will you know when the goal has been reached?

Attainable: Is this goal achievable?

Results-focused: What is the outcome of the goal?

Time-bound: What is the timeline of the goal?

As you move closer to the goal, you must also determine what will be different in this year so that you do not lose momentum on your goals. Think to yourself: Is the goal morally fair? Are the short-term goals consistent with the long-term goals? Can I commit myself emotionally to the goal? Am I living up to the vision that someone else created, or a vision that I have created for myself? Can I visualize the end goal? Another consideration when setting a goal is identify the risks and fears associated with overcoming barriers to your successful completion of the goal. One useful exercise is to write down 2 reasons why you can achieve the goal for every 1 reason why you cannot achieve it. This will ensure that you have given yourself at least twice as many reasons to succeed than to fail. Finally, to see your goal to completion, you will need to focus on 3 primary areas: 1) belief in the goal 2) dedication to your vision 3) action to move you through the process. Remember, goal setting is a life-long process. Once you have completed one goal, lay out your course of action for the next, and you will lead a life of perpetual triumph. Good luck as you close out 2015!

Goal Setting and Planning for the New Year

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