It seems like a simple question, but how long did it take you to write it down?

Less than 3o seconds

This means that you probably already had the goal figured out and written down somewhere else before we asked you about it. This puts you in the top 3% of the population. Congratulations!

1-2 minutes

Did you have to recall a goal you set but had forgotten about? This happens to all of us. One of the tricks to execution is keeping the big picture top of mind on a daily and weekly basis. Otherwise we succumb to the ever growing list of urgent priorities without getting around to the really important ones.

2-10 minutes

Maybe you had an idea about what you ultimately want to accomplish but it was a little fuzzy around the edges. By writing your goal down and getting some clarity you are now in a much better place to execute on what is important. Congratulations! Now it’s important to keep the goal top of mind. Put the card in a place where you will see it often like the corner of a computer monitor or facing you on your desk or on you bathroom mirror. Make it visible where you cannot ignore it. PS - it helps if others see it too.

Couldn’t do it

Don’t feel bad. Most businesses lack clear goals along with the Values, Vision, Why and Mission that give birth to them. If it is important to you we would encourage you to start at the root.

  • What are the 3-4 non-negotiable values in your business and how do you define each one?

  • What is your vision or ultimate destination that you want you and your teammates to arrive at together?

  • Why do you get out of bed in the morning?

  • How do you articulate all that in a mission statement the public can understand?

Working on these critical cultural pieces first will help you set meaningful goals for years to come.

Is it a good goal?

You’ve heard about “SMART” goals and “SMARTER” goals and OKR goals. Don’t worry about all that. There is a simple formula that works wonders for building clarity around your goals.

From x to y by when

Goals need context to be understood. Framing your goal with an “x” starting point helps you and others understand the desired amount of change you are shooting to achieve.

Goals need to be unambiguous. We are way too good at giving ourselves a free pass. Establishing a clear, unambiguous “y” pays huge dividends when it comes to doing the hard work of figuring out what projects, milestones and tasks need to be completed to reach the goal.

Goals need a sense of urgency. Establishing the “when” is insurance against a status-quo attitude. No one sets out to achieve zero growth but plenty of people experience it because they never set a deadline for themselves and their teams.

Winning vs Failure

It is understandable that many people shy away from concrete, measurable goals from an aversion to failure. Our point is that you should not aim to win but to be winning. If the goal is to increase sales 25% but you only achieve 18.5% did you fail? I don’t think so. Your team is in a state of growth, striving to put the status quo mentality out to pasture and accomplish more today than yesterday. That is winning and we have a feeling your ambitious goal had a lot to do with that. Celebrate winning. Failure only happens when you settle for status quo.

How are you doing on execution?

Depending on where we are in the year you may just be getting started or feel woefully behind. How are you doing on execution?

January - March

Do you have a solid grasp on your priorities for the next 90 days as they relate to your goal? Taking the goal down into smaller bight size pieces is the best way to build momentum and a good pace that will sustain you through the rest of the year. It is also the time of the year when you tend to be working on processes and fundamental tools that will help you reach the goal in the long run. Do you know what systems and processes need to be addressed and how to go about adjusting them?

April - June

Are you making any measurable progress? Coming up on the mid point in the year there needs to be some indication that you are capable of making the changes and achieving the results you want. If you are still in the planning stage it could be because you have not given enough time in your work week to pursuing the goal or it could be a lack of clarity about the steps you need to take. Is it clear how you are going to measure progress? Working backward from there can give you insight on what you need to do next.

July - September

By the third quarter it should be about measuring results and adjusting course based on feedback. If there is any doubt about “what” you should be doing it might be time to pull back and re-assess the goal for the year. That is OK. It is better to salvage what remains of the period than to just write it off and vow to do better on January 1st. Three to six months is a long time and you don’t want to waste it. Be honest with yourself and if you need help ask for it.

October - December

By fourth quarter you are typically in one of three positions:

  1. Way ahead - resist the temptation to go on cruise control. Acknowledge the win and set new “bonus” target. Coasting through year end puts you in a bad position with little momentum moving into the next year. What is the new best target that will challenge you and your team to finish the year strong. You have already won the game, don’t worry about failure on the bonus.

  2. In sight - this is the sweet spot. It is time to rally the troops and push hard for the last quarter. Plan some events to recognize and reward several “sprints” designed to give needed respite from the pressure and pace necessary to finish well.

  3. Hopelessly behind - unfortunately this happens. Whether through lack of clarity, a poor start or unforseen circumstances there are years when no matter how hard we push late in the game we aren’t going to make it. Rather than pretend it isn’t so face it straight on. Get honest with your team and ask two questions: 1) what went wrong? and 2) what can we do with the rest of our time that will make this year a success?