Today, we’re going to talk about goals and the right way to set goals and what to do to actually achieve them. This is a valid topic, any time of the year. What’s interesting is at the beginning of every year, and we always run into your goal setting in the disguised as though those new year’s resolutions. And by now, if you’re like most people, they’re gone. Most people set them because it’s just the exercise to do and then they’re gone.
What’s interesting about today we want to make sure that you understand goals and the process of goals and why they’re good for you, why you can become better? And also, we’re going to talk about some of the problems and the pitfalls along the way. Here’s how the two of us are going to play off each other today. I think you know if you picked up a copy of Act Now! A Daily Action Log for Achieving Your Goals in 90 days, and that was an international #1 bestseller from a few years ago so that’s had a lot of traction. I think that we got the action strategies program that builds on the principles of Act Now, there’s the work with Jack Canfield that I’ve done. I’ve been on media as a guest talking about goal achievement, and there are just lots there. So methodology wise, all plugin there.
Now Katrina obviously is working a lot with the inner game and what gets people stuck so we’re going to banter back and forth and just have a blast of this on you, Katrina.
One of the mechanical things right off the bat is a lot of you have probably heard of SMART goal and I want to expand on that and talk about SMART goals done RIGHT and this is something that I picked up when I went through the Professional Success Coach Institute Program to become a certified professional success coach. These are some people, friends of mine, we had all gone through Jack Canfield’s higher-level training together, and they put together this really amazing program.
Back then it was Shawn Wisener and Jody Nicholson and then Jody has expanded it to many other people. If you go a Google search, you’ll see there are a whole lot of folks who have actually become certified in this methodology and these SMART goals. A lot of people have heard that but a SMART goal done RIGHT is actually a big plus. Let’s talk about what the acronym means real quick just to get you grounded.
So SMART, setting a goal that is specific and measurable, attainable, relevant is the R and time-bound, meaning that you set a date attached to it. A lot of you have heard that before but I want to expand that now. SMART goals done RIGHT and I’m going to refer to this now. Realistic, inspirational, uses your G gifts, in harmony, meaning in harmony with your purpose, and then time tested and true. What that means is, you believe that it’s attainable; it’s realistic in the first place. It inspires you, it’s not something that you feel like you must do, and you’re not getting a buzz from it all. It’s something that is uplifting and you get excited about. Using your gifts, if you can align your goals with things that are your natural gifts and passions and you can bring them forward, it’s going to be easier to achieve. In harmony with your purpose, that’s another success accelerator. And then lastly, time-tested and true, that means someone out there in the world has demonstrated it’s possible to do exactly what your goal is. You’re not trying to cut new ground, you’re not having doubt that “nobody can do this. It’s not possible.” SMART goals done RIGHT, both of those hand in hand actually will elevate your ability to achieve. So Katrina, makes some commentary points about what we just talked about there.
It’s interesting, I don’t love that time tested and true comment about has somebody else achieve this because I think Amazon, I think of Apple, I think some of the most successful companies in the world didn’t look at it and be like has someone done this before. They had the exact opposite idea of let’s get absolutely innovated and do something someone hasn’t done. I think I understand the purpose of that in terms of achieving a goal. I don’t love it because I think it’s limiting and I think sometimes we have to, what’s the saying, reach for the stars land on the moon?
I think setting achievable goals and setting ourselves up for success is important. Then I also think we have to create room for greater things to happen and for ourselves to exceed our own limitations. I have an inner conflict about that but I think, for the nature of what we’re trying to talk about today in terms of, how do we actually achieve something we want to achieve? It makes sense to me,
Let me reconcile the inner conflict and simultaneously agree with your point. Here we are, you’re talking to you as a listener from the perspective of you as a business leader. And I absolutely want you to feel it, there’s no constraints at all to what you can achieve so let’s start with that premise.
What happens to a lot of people, and I do want to dive into this Katrina when we get into really the inner game of what blocks people, what I’ve identified, and I think where this concept comes from the time tested and true is that a lot of people end up getting stuck because they think something is not possible. That’s the point and it’s as simple as that. If I’ve already convinced myself something isn’t possible, then it’s not going to happen and that’s an important message for you to appreciate as you’re listening, and you’re daydreaming the aspirations that you have and the goals that you want to set. If you’ve got a little voice out here going, “That can’t happen, that’s not going to happen.” So one of the defense mechanisms for that is, “Has anyone else in the world ever done that?” It doesn’t have to be the precise that like inventing the iPad or the iPod like Apple did 20 years ago. Isn’t that crazy? Like how long ago that was?
Where does time go?
Oh, my goodness. Yeah. Let’s not have that conversation. Where does time go, is the right question though when we’re talking about our goals, and we think, “Wow, I’m going to set this goal” and then you realize like, the year just went by, and I didn’t achieve what I wanted to achieve. Time does work against you that way. Here’s an interesting dynamic. We, as human beings tend to underestimate what we can actually achieve in the long term.
I think there are lots of people talking about this now on different podcasts and YouTube videos and things is that, I know some people have like rule, I don’t know 30 or whatever that we’re only using 30% of our brains. I don’t know what the number is and people have very opinions on that. But I think it’s true, I think with my own life and what I’m capable of, I’m using a fraction of my potential and if I actually committed to the goals, the things that I want for myself, allowing room for bigger things to happen. I can’t imagine where I will be. I try to use that optimistically as opposed to like, “Oh, I’m wasting my life. I’m not using my potential.” But I’m like, “Wow, human beings limit themselves. We really do.” I definitely do not apply myself to my fullest potential.
If you want to have a comparison, watch the movie Hidden Figures, which is back in the 60s, there were the crew of astronauts, engineers, trying to figure out how to get Neil Armstrong onto the moon. Holy cow! You talk about the level of computation. They didn’t have calculators. Now you just go, you grab your iPhone and you could do more than what the computers were available to do back in that day so that’s something that I realize is — and the caution here, Katrina is what you said, “Oh, boy,” you don’t want to compare and recognize what the real true potential is to use your brainpower and your capabilities and realize, “Oh, my God, I’m skirting by not doing anything.”
Well, let’s get down into sort of the nitty-gritty of that. When you’re talking about, has this ever been done before? You don’t want to get into the trap of comparison either, you don’t want to feel like, “Oh, this person somehow better than me” or “They have more access to resources or they’re capable of doing it” or I’m not because I think that one of the biggest challenges in human beings right now is this comparison and I’m feeling like somehow someone is more capable than we are.” So again, I think there’s this interesting trap that we can get into, but I think that’s where some of the blocks that can come up. One of the biggest things I think is fear whether it’s fear that I’m somehow not as good as that other person, fear of success. I think we talked about this maybe in another podcast of playing small and Renee Brown talks about that. We learn to inhibit ourselves for a myriad of reasons.
I think fear is one of the biggest things that holds us back and working through, blasting through that fear so that we can get to where we want to be and embracing a new version of ourselves. I think even it can be scary to imagine actually succeeding, it can be scary to acknowledge like, that means I have to show up as a different person. I have to be a different person in my life if I’m truly committed to these changes, and succeeding and meeting my goals, and X, Y & Z. Now that’s a big scale, but I think even small goals like wanting to get more in shape or whatever it is. It’s still a new version of yourself and so there is a barrier of fear on what different person.
Yeah. I want to dive into this a little bit. I’m going to pause it just for a second so we can just wrap — I feel it’s important for you to understand that SMART goals done RIGHT just so that you can get the essence of it. So SMART, we got that, essentially, it’s this. What is it you want to achieve? How much you want to improve it by like, from what to what so you can measure it? And, by when? If you’ve got that nailed down, what is it you want to do? From what to what, by when? Then the structure of it is basically RIGHT and then the RIGHT side is making sure that it aligns with your internal motivations to get there so closing that down now.
Let’s go back to this question of, what if I get there? What if I do achieve this goal? What will that mean? Even though this is Business Results Radio so we’re talking about results in the area of you and your company, and what is it you’re achieving here. Let’s talk about our physical bodies for a second here, and we all have a point of view about, do we look right? Are we too big or too small? Basically right, so let’s just go with that one for a second. I’ll tell my own personal story.
This is already about 10 years ago. I actually didn’t like the amount of weight that I put on. I didn’t like how I looked in pictures, and I was motivated at that point and I made a commitment, another keyword, to shrink down. I was going to lose weight; I’m going to use a different language because I don’t want to say lose because we tend to find things that we’ve lost. You don’t want to find the weight afterwards but essentially, I wanted to change my body composition, put on more muscle, reduce my level of body fat, get to my ideal weight. I actually hired a nutritionist and a fitness coach. Interestingly, I was at tipped of the scales of just over 200 lbs. at that point, and we did some math and she came back and said, “Your ideal body weight ought to be 165.” “What? I haven’t weighed 165 since high school or maybe freshman year in college, are you kidding me?” That was my first block. Is that reasonable?
Where we ended up was I ended up with a 175 long-term goal and I had this idea to go down from 200 to 185. And I had that — I set the time for this. I remember this was Halloween because I ate as much Halloween candy as I could, Katrina because I was starting the next day with the idea that I would hit 185 by December 31. By the way, I hit 187 by December 31. I missed the goal, I hit 185 the following week. Was I upset? I loved it because I shrunk down tremendously and I kept going, and I was working out. I was getting up early, I was doing all the actions, that’s another key phrase here, building all the actions in that were required, and I got down to 180, 178, 177 then I went 175, 173, 171 and that’s when I sabotage my results. That’s what I said, “Uh huh, this is too much.”
My behaviors were all the same. I was doing all the right things and my body was just responding. I was low body fat, I was cut, but I had this mental barrier that 170 would be too much and that’s when I started to go back to unhealthy eating, slept in on some days. Then two years later, I was back above 190 because I had sabotage based on exactly what you said. I had this fear of success and it didn’t line up in some way with my own personal self. What do you see in your world related to that?
Yeah, tons of that. Self-sabotage is a huge topic of discussion. I think it shows up in all ways, and I think it’s scary to change and even if we looked at it from a business perspective like creating change and powerful change is scary because it forces you to do things that maybe are uncomfortable or you don’t want to do. If you really want a culture change or perspective change in the company, you’re going to probably have to identify people who don’t align, who don’t actually live by the values or vision of the company all kinds of things which then forces you to do uncomfortable stuff. Let someone go hire and fire, change different positions. Let go of your own perspective of your own roles and your own responsibilities and duties, it’s never-ending.
There can be a whole host of things that have to change and people don’t like to do that. They like to stay where they’re comfortable and so whether it’s your own body weight or image of who you are and what you are as a person, whether it’s your own image of who you are as a CEO or whatever. It’s really hard to integrate and see yourself in a totally different way. It’s not that like at the core that you’re necessarily an entirely different person but there is this concept of like we’re always evolving, we’re always growing and if we can commit to that, then we have to get very comfortable with what that means. Human beings are just not overly comfortable with change.
Yeah, that’s exactly right. One of the things we end up doing a lot of in our projects out in the world when we’re working with companies is focusing on the change management piece, focusing on the level of engagement with the teams, with the employees, not just a leader decision that’s then mandated through and expect it’s going to work very well. We’ve seen that tried, it doesn’t work. It doesn’t stand up for very long because there’s this gravitational pull back to the way it was that you need to actively plan and work through to break the reliance on the old way, and start to build some desire, not just from the leader standpoint who made the decision to go in a direction with a new strategy, but to get everyone excited about and then to buy into that new way as being a better, even though it’s somewhat unknown and fuzzy. It’s a better way than the old way. And so, there’s a whole set of change management exercises that are really important to factor in. In fact, that’s probably important enough that we’ll do a whole another podcast on change management at some point soon.
This is a great conversation. Let’s talk about just another methodology point related to goal achievement, and then dive into some more of the inner game. If you think about it and some of you may have seen either YouTube videos that I’ve done or if you’ve been in the keynote that I’ve done on the 5C’s of goal achievement that was based on some of the principles within the book, Act Now! Essentially, here they are and make sure I got them right; I’m going to read them off too. The 5C’s cascade, create, commit, confirm, and then celebrate. The idea of cascading is taking your longer term goals that are really big, and cascading them down into smaller chunks. This is what I want to be in three years or even in a year, go from three years to one year now to the next 90 days.
I’ll make a comment there, sorry to interrupt you. I think the important thing is working backwards. A lot of us want to — we’re like, “Well, what’s my first step?” That in itself can be a barrier because we just don’t know where to start. That concept of working backwards and being like, “Where do I want to be?” Then you break it down in, let’s say, “Where do I want to be at my annual report?” And then, end of quarter 4 and then quarter 3, what do I need to achieve by quarter 2, quarter 1? You break it down into achievable things by time to ultimately reach the end outcome. You want to focus on an outcome and then work backwards to the steps so that you’re not trying to figure out what’s my first step and I don’t actually know where I’m going. Does that make sense?
Yeah, you’re right on the money. What I love about this conversation is we’re sharing a concept, one of us will share a concept and then the other one brings it right into what business leaders like you care about so from a business results standpoint. The idea out there long term dream, something a little bit concrete in a period of time, more concrete in a shorter period of time. and then finally, a chunk of time. This is why we recommend looking at things in 90 days chunks because 90 days is long enough to move the needle. It’s also short enough that you can stay focused on it long enough without losing and starting to drift and start doing other things.
Yeah. I like the concept of 90 days and I think particularly for personal goals. It can be really helpful. I think it has to be — in companies, I think 90 days is a small amount of time in the grand scheme of change, and particularly, big change. And so, one of the things that I think is, it’s almost like getting in five years, this is our big vision or there’s that concept of the big hairy, audacious goal. It’s like, that’s five years and then so how do we sort of make that smaller in three years, and then what’s our end of year absolute outcome? And then what’s, like I said, the quarters and so the first 90 days is like, what do we need to achieve to be moving that needle. And so, I think 90 days can be really helpful for, I guess, maybe a smaller magnitude of things and maybe I’m wrong. I might be totally wrong here. This is a personal opinion of mine but I think if we only focus on 90 days, we’re not actually seeing a whole picture here. And again, we can get stuck on where we actually moving when we hit that 90 days.
Yeah, perfect conversation. Here’s what I recognize by trying to go fast and run through the model for you. Think of cascade as having connection points, another C accidentally, but there’s another C. Connection point, where I want to be five years from now connects to where I want to be in three years, connects to one year and connects to the 90 days. By achieving this set of goals enables you to then reset to enable you to hit this goal, which by doing the work required enables you to then hit this goal, and then continuing up the ladder. The best part about that is you’re going to learn as you get into it.
Sometimes people plan, plan, plan, plan and don’t take any steps so this is why the action side of this is so important. As you get into — you focus on 90 days, that’s not in a vacuum pretending that nothing matters after that. It actually matters a great deal. What you’re essentially trying to do is gain some focus and alignment across your teams to make sure that you’re making a difference on some things that matter.
It’s interesting that you say that and just a quick point here that I think, particularly if you’re starting from five-year goal and working your way backwards, and then you actually, specifically from one year backwards or 90 days backwards. I think there’s always room for reassessment because once you start getting the ball rolling, and once you start taking action, you might realize, “Oh, the idea that we had or thought we had actually could be shifted”, and it allows room for things to organically adjust and grow into their own thing because we don’t necessarily know everything we need to know for five year plan. Do you know what I mean?
Yeah, that’s right.
Reassessment and reintegration and it’s not just like the five year plan is the plan and absolutely don’t derail from it. There’s always reassessment and reintegration.
In fact, everything is really a set of plan do check act cycles. I mean, wheel of the cycle. You make the plan, then you do the plan, plan do and then check, how did we do? What did we learn? And then based on what we learned, act — what do we do next? And then keep that cycle turning so that’s another podcast episode we can really dive into. I love this.
So bond with your other C’s there.
So wrapping that up, so create an action plan. It’s one thing to have a goal but now, what are the known things that you have to go and do and write them down, figure out who’s responsible for what so that people now have actions to take. Those are the planned actions.
Then we get into commit, confirm and celebrate. Committing is committing to taking daily action. So within Act Now!, there’s three types of actions you can take on a daily basis. The planned action step, so what can I do today towards the action plan according to the action plan that will get me there. What are the daily habits that are those that are proven success accelerators that those most successful people and businesses have followed?
And then third, the inspired actions by doing the first two, you get the idea. You get that inspirational hit that wasn’t on your action plan, but now it’s like, “Ah, that idea is gold. I’m going to take action on that”, and you end up moving forward faster. Those are the three types of actions. Confirming is really the act of logging it down, that’s the daily action log so keeping track of your progress. Then when you do achieve, remember to celebrate. Celebration builds muscle memory, you want to repeat the experience because it felt so good to actually get there so you and your team, throw the pizza party, whatever it is does something symbolic so that you can go forward and then do it all over again. Those are the 5C’s.
I’ll make a comment on celebrating because I think it’s often missed is that I think you have to feel the internal experience of success and what it feels like. I genuinely believe that the integration process that happens is that when we actually feel that we experience like this feels good, this gives me inspiration to keep going. When we get stuck in that, achieve this, move on to the next achievements and there’s that mindset of wake up, crash it, go big — reach those goals and that’s huge. That mindset is growing big like wake up and crash it.
If you don’t enjoy the actual physical experience of this felt amazing to achieve then you’re in cloud mode. You’re in autopilot, you’re in overload, you can burn yourself out and you’re not actually experiencing this feels good, this gives me a sense of purpose, this is why I’m doing what I’m doing and I’m going to continue on feeding myself, filling myself up and moving where I want to go. I think celebrating is so important but it’s more than just like, “Oh yeah, we did it.” It’s like experience so that’s the thing that fills you up and that’s the thing that actually fuels you to do bigger, better, greater things instead of just being in cloud mode.
And consciously decide to do it because we tend to be — nothing’s ever good enough. In fact, part of being good at business is not to tolerate your existing levels of performance to keep challenging yourself but to do it in balance, and make sure that you do pause to celebrate along the way. Let’s get into some of those things that are going on inside of us that can get in the way of goal achievement. Katrina, you, you’ve got a lot of experience in this area, people are stuck. Why are they stuck? Why are their goals not happening? What are some of the things? And we talked about a few of them like fear of failure or fear of success so you can build on those, but also, what else?
I think a lot of times what comes up is people have these like inspired ideas, but they just don’t know how to do it. They don’t know what step to take and there’s a bit of the freeze or hesitation of I don’t have a clear path. There’s a discomfort in navigating a world unknown. There’s a discomfort in just whether it just be starting or whether it be actually creating a business plan or an action plan for goals, whatever it is, to support that process. I think people just freeze. They have these amazing inspiring ideas, but the action and unknowingness of how to go about that really causes paralysis in some ways.
Yeah. We’ve all been there or I’ve seen other people who are in that spot, especially if you do run a company or in one of the senior leadership roles. You can imagine a dry erase board session and you’re writing down all of these ideas. You’re excited, and then you go and you delegate out, “I want you to take this, you to take this, you to take this.” Then you check back a week or two later, “What’s the progress?” You find that some people are like, “Oh man, I haven’t gotten started yet. I don’t know what to do.” And like, all you gotta come back like 14 days ago, and we talked about it.
The reason for that a lot of time is like, I mean, it sounds exciting, but I don’t know where to get started. You getting off of steps zero, getting into motion is everything. This is almost like the metaphor of writer’s block. I’ve got a bunch of books that I’ve written, and I can tell you, I’ve got stuck on every single one of them at some point and you’re like, “It’s not making progress, it doesn’t feel right today.” You push it aside, you work on other things and then no progress is made on the writing. You got to get a manuscript turned in. And so, you just start, and it could be garbage, whatever it is at first, but very quickly, you get in this mode and next thing you’ve got something valuable to contribute. Nothing happens until action happens.
Well, that’s the thing is that there’s this misconception that motivation is supposed to come right and then that’s going to fuel action but it’s the opposite. Action is what people’s motivation because when you act, so let’s go back to the example, you’re not going to just get motivation and inspiration to go to the gym when you never go to the gym. If you force yourself to start with, half an hour walk on the treadmill, and then you maybe sign up for a program from a trainer or something like that, those things you start to like notice results. Your jeans are a bit looser, you’re feeling more energetic, you’re like, “Oh, this is what it feels like to feel good. I actually want to go,” and it creates internal motivation because you act. That’s very important is that motivation doesn’t just come. Motivation is built based on action. So definitely, taking the first step and just starting — I want to acknowledge that that’s not easy. Let’s be real here because it’s easy to preach that, it’s easy to say just start. You want to have an online business, just start. It’s not that simple so sometimes looking for mentorship I think is a huge huge thing that can support you in that.
There are lots of things that I’ve done that I would not have started if I didn’t have the right mentor, or if I didn’t just open up to different possibilities. Register for courses, learn, talk to people, and all of a sudden, it’s like that sort of secondary action is subsidiary — that’s not the right word.
You can make up words on this show.
Secondary action, and of itself is like fueling the primary action that they actually want to do because now all of a sudden things are happening and people coming to my life and someone offers to mentor me. I think even sometimes expanding your network or expanding your horizons allows you to then have the right people or knowledge in place to take the first step instead of just saying, well take the first step.
Yeah. If you’re not sure what to do at minimum, go ask somebody else who’s done it, or go to Google. Do a little bit of research and get some inspiration about other ideas but don’t get lost there. That’s the other thing. People mistake — things like research, analysis turn into paralysis and you haven’t done anything so just caution there. But go ahead and do a little bit if that’s going to move you out of your stock zone. I sometimes do just on my phone. I’ll set it for like 20 minutes because I know if I start diving into Google I can lose 90 minutes in there because the next thing I know, I’m like, “Oh look, there’s a video of a dog dancing,” or something like, “How did I get here? I’m trying to figure out how to solve this problem.” So 20 minutes later, I’m like, okay, am I good enough to move forward? I don’t allow myself to get stuck.
I think it’s spot on. I hope, as we’re talking about this, I don’t like to be preachy and talk about how simple this stuff is as somebody who struggled myself, and as I mentioned earlier, I only use a small percentage of my credential and I don’t want this to sound like just go do it and it’s simple. I really want to validate. These are not easy things to do and it’s not easy to level up. It’s honestly not, which is why –, there’s a whole bunch of tools in place which you briefly mentioned as far as the mindset is a big thing. A lot of these successful people around us — they do a lot of things to work through fear, to work through blocks, to imagine themselves successful visualizations, mindset, all kinds of things.
There are tools we have to use to equip ourselves and then there are external things and when we can adopt an attitude of I always have something I can learn from everyone. I open myself up to reaching out and kind of practice reaching out. Sometimes it’s even those small things that can change your whole world. I mean, even yours and my working relationship happened because I went to a public speaking course because I just decided to do that and I met somebody there, then I met you and things just unfolded organically. I’m giving these thoughts and ideas because I know that it’s not easy and I don’t want to preach about that.
I think if somebody is stuck and not taking any action at all, you might take that as the little bird analogy where mama bird kicks the baby bird out of the nest because mama is confident in that baby bird’s ability to open their wings and soar, not crashed to the ground. However, if you take a look and say, “I don’t think that person knows to open their wings, and they might not,” you’re not going to kick them out of the nest. You’re going to put other mechanisms in place to support them.
It’s really the appropriateness and timing of when to take different actions. We do want you to take action. We want you to get into motion. We also know that along the way, you’re going to run into things. You’ll bump into things. I’ve done that, or seen that with some of the various project teams that we work with. They get into, well, if this is successful then that means, and they come up with some story that I’m personally going to end up with way more work to do. Now, some convoluted way to get there. Maybe it’s true, maybe it’s not true but in essence, it would be like until they vocalize that, it’s like no wonder they’re not actually taking the steps because they have this other fear that it’s going to mean something bad for them rather than something good.
I want to get into a quick conversation about an individual owning the goal so think of a business where the boss is setting a goal for an employee, and the employee doesn’t feel like they own it. The likelihood of success and we talked about this right at the beginning of this episode, not very high unless there’s external motivation to, “Hey, deliver this, what’s the progress? What’s the status?” That’s the work environment that sometimes happens that way but what would be better is if that employee did own it, did get excited about it. I’ve got some ideas but I want to hear your angle on how to make that more of the real case so that they actually make the goal happen as opposed to just getting beaten on.
Oh geez, that’s a complex question because I think there’s a reason that a lot of people are unhappy in their careers. I think a lot of people aren’t doing work that means something to them, or are micromanaged by a boss or someone breathing down their neck, this that has to be done. There’s not a lot of self-initiative or sense of purpose of like, why am I doing what I’m doing, and this means something to me. Simon Sinek talks about this ignore your why and if you go to work to pay the bills, which it’s a reality, we do have to do that. It makes it harder to achieve these goals.
Gosh, what would my answer be for this? I’m not sure. I don’t know because I don’t believe in telling people to just fake it and just convince yourself that this is something meaningful to you and get it done because I don’t think it works that way. I think this is a leadership question. I honestly think it stems more to leadership in saying, how have I engaged my employees? Do I have people working for me that are aligned with the vision or mission or outcomes that I want? And, have I given people a sense of autonomy to feel like this is theirs? Like, I think if we look at it and if a leadership team or leader is like, “Hey, these are the things that overall I want to achieve. I trust you to do this. Take it, it’s yours.” I mean I think that strategy and of itself empowers people. So yeah, I guess I don’t really have an answer for you except for that I think this is more of a leadership question than it is an employee question.
I really love how you answered it and you covered a lot of topics full range from they’re realizing that they need to be passionate and inspired by the goal, the assignments essentially, and not to beat on them necessarily. Then to get to a point where it’s the leader’s responsibility — that side of the equation. If I were to have been asked that and to answer it without you here, I would have brought in a lot of the same and here’s the point that I want to just summarize with is, you as the leader, don’t fool yourself that just because you gave someone in assignment, that all good all is well in the world and they’re going to run with it.
They may deliver the results you want perfectly well. They may also suffer internally some angst and dissatisfaction because it doesn’t align very well. What you can do is invest a little bit more of your time and energy to make sure that person appreciates the background. What’s the backstory to why you’re making the request in the first place? That might be enough or engaging in a two-way conversation about what it is that needs to be done from a business standpoint. Then, the role that you want them to play in making that happen, and then see if there’s some give and take so that maybe you end up that they take on their own 80 or 90% of what you were hoping they would. Then the other 10%, which would have gotten in their way of being successful, or at least, maybe delivered a result but not personally satisfying that could have longer term cultural damage that they end up eventually leaving you. Maybe 10% is no big deal. You have another way to handle that. It becomes a dialogue. It is a leadership question and I think we nailed it down pretty well on that so good work.
Let’s wrap up this conversation. The topic today was goals. It was all about, what do you have to do to recognize goals are good for you? How do you achieve them? What are some things that you can actually do to improve your chances, the problems? Of course, many people don’t know how to set goals in the first place so we talked a little bit about that. Then of course, there’s that inner dialogue, the inner game things that will inevitably pop to the surface. I would suggest that you want to get those things to the surface so that they’re known not unknown, and then you could find a way to deal with them whether it’s through a mentor or through the leader of the business, through whoever it is to help you and get you to a point where you’re thriving the concept of setting goals and getting excited and thriving as you achieve them. How’s that, Katrina? What a nice conversation we had today?
Yeah, it was awesome. I think there are so many places that you can go with this kind of stuff and there’s so many ways that you can really experience success and actually get what you want out of life. Create a life that you want and that’s the thing that gets me really revved up and I absolutely love this type of work with people because seeing them get somewhere that they’ve wanted to get and I didn’t know how is so rewarding. It’s just amazing to watch people create their own joy and fulfilment and success and happiness, whatever word you want to attach or words or feelings, whatever. It’s really amazing and human beings are so powerful. We can accomplish some amazing things so it’s exciting.
It is exciting. Katrina, thank you for your time today and for all of you listening, let’s go set some goals. Put some of what you learned today into practice. Go ahead and listen to this podcast episode again because it was really rich, dense with content and you’ll definitely want to go back to your notes. All right. Take care, everybody.