Quality questions create a quality life. Successful people ask better questions, and as a result, they get better answers. (Anthony Robbins)
When you’re actually in contact with a prospective customer, learn to ask informing questions—a skill that’s like a double-edged sword.
First of all, an informing question will inform your audience about you and your knowledge base. Why or how could you be asking a well-targeted question if you did not have a knowledge and experience base to draw on? This is the subtle informing part. Second, if you listen carefully to the answer, you’ll likely learn something useful that you can use to offer a solution for the prospective customer’s needs and wants.
But what about objections? This is an old sales-school issue. If you’ve asked an effective set of informing questions, you’ll not only have learned a great deal about your prospective customer, but will also have informed the customer about your own background and experience. Objections usually arise because there has not been enough information exchanged, or because the person truly is not a prospective buyer of your company’s products or services. So, try this exercise. Write up a list of the objections you hear most often. Then ask yourself why you’re getting these objections. Add that information to your informing questions and you’ll probably get rid of the objections.
Copyright © 2011 by DeltaPro
Tags: informing questions, questions
Don’t be like the hunter who fires a shot into the woods and says, “I sure hope something runs into that. (Attributed to Stan Billue)
An important step in Marketing is to figure out who your possible customers might be. One way to gain insight is to view your market as a target or bulls-eye, as shown in the following figure.
- Total Market is every potential buyer of your product or service in the world, a virtually impossible goal.
- Obtainable Market is that part of the Total Market (maybe 50%) you could ever actually get.
- Accessible Market contains those prospects you can easily approach and probably convert to customers (maybe 50% of the Obtainable Market or 25% of the Total Market).
- Target Market is that part of the Accessible Market (maybe 50%) you have the resources to actually go after as probable customers (something like 12.5% of the Total Market).
- Actual Market is that part of your Target Market you’re likely to capture within your current or planned budget year (which may be only a few percent of the Total Market).
A target market is a group of customers or potential customers that an organization has decided to aim its marketing efforts at, and ultimately its products or services. A well-defined target market is a critical part of an effective marketing strategy.
The concept of Target Marketing adds emphasizes the difference between Marketing and Selling. In Selling, the emphasis is on outbound communication (persuasion), so Selling often involves shooting a lot of arrows in the hope that one or two will hit the bull’s-eye (see figure below).
In Marketing, however, the emphasis is on inbound communication, so your response can be much more targeted, requiring fewer arrows, and a higher probability of hitting the bull’s-eye (making a sale).
© 2011 by Deltapro
Tags: target market, target marketing
The road to success is always under construction. (Lily Tomlin)
Step 7. Stay On Course with Measurements and Feedback
Excellence is the product of correction. (David L. Smith)
Now that you’ve made the change, how is it working? Are you satisfied with the change? How will you know if or when you’ve achieved your goal or reached your target? Do you need to make any adjustments to your plan? Do you need to modify any goals or strategies?
Caution: Please don’t reduce your goals because you’re finding it difficult to achieve them. Instead, look at the method (plan) you’ve chosen to get there, or the time span perhaps. Only as an extreme last resort should a goal be modified, and then only if it’s proved to be unrealistic to achieve in a reasonable amount of time and with a reasonable effort.
Goal-setters need and want to know how they’re doing. Fast-moving people (like fast-moving missiles) require constant feedback in order to keep on target—the faster the motion, the more feedback is needed. You need to know, at all times, the difference between where you are and where you’re headed, taking appropriate action, as necessary.
The process works this way:
1) You take aim at some target by setting a goal.
2) You monitor your course by continually measuring your speed, direction and progress toward your goal.
3) You find you’re off course or blocked by some obstacle—you’ve gone down some blind alley, made a mistake or experienced some kind of failure (eg, missed a task or objective).
A mistake at least proves that somebody stopped talking long enough to do something! (Unknown)
4) Your mind recognizes this difference (being off course) as negative feedback—an error signal—and creates in you a feeling of pressure, tension and stress.
5) These feelings motivate you to use your creative thinking to get back on course toward achieving your goal.
Feedback may also indicate the need to modify a goal in light of new information from your environment.
Secret of Success: Errors, mistakes, set-backs and failures are necessary steps in the learning process. They make us stop to check our destination and course. And if they weren’t important, why would we make so many of them?
A person must be alert enough to recognize his or her mistakes, big enough to admit to them, smart enough to learn from them, and strong enough to correct them. However, once you’ve reset your course, you must consciously forget the error. Here’s why. If you continuously think about the error or failure—imagine it over and over again, vividly, believably—your mind will make the error or failure the “goal” and will go to work helping you do it again.
Exercise: Pick one goal and its objectives. State how you intend to monitor and measure your progress. Be specific about what you’ll be looking for to know how you’re doing.
Step 8. Celebrate Your Success!
With the change complete—with your goals achieved—you can, and should, look back and see your growth and development with some objective perspective. Reward yourself for a job well done!
This should be part of your value system. Unfortunately, too many people forget this step, and never get the feeling of satisfaction that this process should deliver.
Step 9. Continually Add New Goals
The definition of success at the beginning of this Topic Chapter requires that you constantly have challenges to overcome. Here’s why. As you reach a goal, the difference between what is and what might be goes to zero, your feelings have probably changed, your motivation goes away, and you begin to slow down. You get what’s called “finish fatigue”.
To avoid the related “done-deal depression”, you must constantly set new goals for yourself—even before you’ve achieved those you’ve previously set.
Examples: People work a lifetime with the goal of retirement—with no goals set beyond that. No goals means no differences; no differences means no motivation; no motivation means … . Statistically, a very high number of people die within sixteen months of retirement. And new companies with only one product or service often fail because there is no follow-up goal.
Most people find that the excitement of achieving a goal isn’t nearly as high as the excitement of getting there. Goals achieved are often somewhat anticlimactic. To avoid the highs and lows of working hard toward a goal and then falling off as you near completion, goal-set through, not to. Use the following diagram as part of your goal-setting strategy.
A final word—REMEMBER TO HAVE FUN! This should be one of your first goals.
Exercise: Can you think of a goal you’ve gotten close to achieving, only to find that your motivation has gone to or gotten close to zero? Describe the situation. In what areas of your life might you set new goals?
Copyright © 2011 by DeltaPro
Tags: celebrate, correction, course correction, feedback, measure, mistakes, reward
Failures are finger posts on the road to achievement. (C.S. Lewis)
Implement the Plan through Action (Tasks)
Execution is the chariot of genius. (William Blake)
You can go on talking about a vision—but the real test of your commitment is what you actually do. Even though action may not always bring success, success isn’t very likely without action. Nor is belief alone sufficient. The ultimate proof is doing something that’s observable and measurable.
To have permanent, long-lasting change, you first need to let go of what is now the old reality. And don’t stall implementation until you’ve gotten everything “lined up” before beginning to work toward your goal. Remember, procrastination is “merely putting off til tomorrow what you put off yesterday to do today”.
Even if you’re on the right track, you’ll get run over if you just sit there. (Will Rogers)
Finally, don’t confuse action with “busy” or “trying”. “Busy” is not the same as goal-directed, and “trying” gets you nowhere. It’s not what you try or start that counts, it’s what you do and finish.
Well done is better than well said. (Benjamin Franklin)
So don’t just let things happen—make them happen. Begin right now, whether you think you’re ready or not, to put your plan into action. But make sure your steps are in the right direction.
It’s better to do something and fail, than do nothing and succeed. (Unknown)
Anything that does not take you forward toward your vision and goal (progress) is either taking you backward to What Is or What Was (regress) or is causing you to wander off and miss your target (digress).
As the old Middle-Eastern saying goes, “Every journey of a thousand miles begins with a single step.” In fact, setting and achieving a goal is like climbing a staircase. Your goal awaits you at the top, and your objectives are the landings in between. Each landing (objective) is reached by taking steps (actions), which are called tasks.
And, just as the rise in the steps of a staircase should not be too high, the amount of work/energy in each task should be kept small and achievable. Start slowly and reinforce it a lot. You want to strive for gradual change (evolution) rather than dramatic change (revolution). As the old joke goes: “How do you eat an elephant?” Answer: “A bite at a time.”
Bring to conscious awareness the part of your knowledge-base you want to change. Modify, expand or extend it artificially for some period of time to allow the new possibility to become absorbed and made a part of yourself (refer back to Roadmap Step 1).
Talk to yourself about it—make it real. Honestly admit your feelings about the change. If you need to cry, yell, jump up and down, or whatever, that’s okay—it’s part of the process. Act as if you had already changed. Perform with the new possibility fully integrated. In other words, you have learned something new. With practice, the integrated new possibility becomes the new current reality.
As in Step 3, use outside resources, as appropriate.
The timeline for tasks might be one hour to one month. You have excellent visibility, detail, and control over these items. Chances of success are also excellent, almost a sure thing. If you work the tasks in your plan well, your objectives and goals will usually take care of themselves. You achieve your goals task-by-task, hour-by-hour.
By the mile it’s a trial;
By the yard it’s hard;
By the inch it’s a cinch. (Unknown)
Constantly ask yourself this question: “Will this action that I’m doing now help get me get closer to my goal, to where I want to go?” If not, why are you doing it?
The key to achieving your goals is to constantly work toward them. Success takes hard work! As somebody once said, “The only successful substitute for work is a miracle.”
Working Wins When Wishing Won’t. (Larry Wennik)
There are no accidents—things “happen” because somebody did or didn’t do something. Stephen Leacock said it best: “I am a great believer in luck, and I find the harder I work the more there is of it.”
Working toward a goal often requires delayed gratification (eg, trading today’s free time to earn an advanced degree, for the goal of getting a better/different job after graduation). Learning to delay gratification requires practice, patience and discipline. It’s not so much doing without as it is doing within—being understanding enough, strong enough and far-sighted enough to realize that you can’t get a long-term dividend on stock you don’t invest in.
triUMPH—A little try, a lot of “umph”. (Unknown)
Acquire knowledge. Locate and get help from people, books and other sources, because you need help to reach the big goals. ACHIEVE!
Exercise: Choosing one objective, list as many actions as you can which will support it.
Copyright © 2011 by DeltaPro
Tags: achieve, achievement, action, execution, hard work, progress, tasks, triumph, well done
All of life is a journey. Which paths we take, what we look back on, and what we look forward to is up to us. We determine our destination, what kind of road we will take to get there, and how happy we are when we get there. (Unknown)
Commit to the Goal(s) and Plan
Now that you know what needs to be done, are you willing to commit to the goal(s) and plan, and to invest in the change? This investment might involve energy, time, money, sacrifice or perhaps delayed gratification.
Example: Going to school for a number of years to get a degree means financial outlay, hours of study and pressure, in exchange for the opportunity to get a job that should more than pay back the costs.
You definitely have to distinguish wishing, wanting and willingness. Wishing, by itself is dreaming without any intention of taking action. Wanting, on the other hand, is making a decision to change something and taking action to accomplish the change. Willingness means giving yourself the okay to change and reach your goal.
Working Wins When Wishing Won’t. (Larry Wennik)
Example: Following are three sentence stems that exemplify the above: “I wish such-and-such would happen (in the future?).” “I want such-and-such to happen (now?).” “I’m willing to do what it takes (action!) to make such-and-such happen.”
Change takes time to “digest”—for you and everyone around you. The greater the change, the more time it’s likely to take. The process of “digesting” a change drains energy away from other activities—requiring rest and recovery time.
As your vision evolves, as each goal crystallizes in your thoughts, as your plan takes shape, you begin to develop a certain feeling—a strong personal value. Your energy increases and multiplies. You’re now motivated (Motivation is explained in detail in a separate post).
In Step 2, you wrote out a clear, concise statement of your goal. In this step, you need to place a value on your goal. Determine the short-term and long-term advantages or benefits (+)—to you—of achieving your goal. Why do you want this goal? What will you get out of it? Determine the short-term and long-term disadvantages or costs (-) of trying to achieve your goal. What will you have to give up to get your goal? Remember, you rarely get “something for nothing”.
Exercise: Pick one of your Goals and list the advantages/benefits (+) of achieving it? List the disadvantages/costs (-) of achieving it?
How important is it to you that you achieve this goal? Why is the change of value to you? Why do you want it? What difference will it make in your life? Use logic if you like, but state your feelings about it as well. Would you “do almost anything for it”? What?
Read your goal statement (preferably out loud) twice daily; once in the morning (just after you wake up, but before you get out of bed), and once at night (after you’re in bed and relaxed). As you read your goal statement:
1) Imagine your goal as if you’ve already achieved it—as if it were true now. Imagine what you want, not what you don’t want. Be as detailed as you can—build on it in your mind. Your image should be clear and detailed enough so that you could spend 15 to 20 minutes describing your goal to someone without pausing.
2) Experience the reality of your image. Perceive yourself in it actively, not just observing passively. Involve all your senses—what do you see? hear? feel? smell? taste? Your image should be alive, multi-dimensional, like a motion picture in “living color” and four-corner stereo.
To the extent that you can conceive a truly realistic mental image of what might be in your conscious mind, you come to believe it’s as “true” as if you had perceived it in reality.
Belief is a feeling of instinctive, unquestioning acceptance of and confidence in the truth, existence or reliability of someone or something without first-hand knowledge or rigorous proof.
Belief has the quality of absolute truth. The more diverse your experiences, the more complex your beliefs become. Remember when your beliefs were simpler? Remember how you believed in Santa Claus, the Easter Bunny or the Tooth Fairy?
Beliefs are very deep-seated. For example, it’s very difficult to change someone’s beliefs about religion, politics, or lifestyle. That’s why creating this belief in your goal can have such power.
For this process to work most effectively, you must learn to trust the part of your thinking that’s outside your consciousness to do its work. Don’t interfere with it or try to force it using conscious effort. You have to “let it” work, rather than “make it” work.
You’ve got to believe in yourself as well as in your goal. You have to believe you’ve got it before you get it. Even if you don’t know how you’re going to achieve your goal, by believing strongly enough in it and yourself, the methods for achieving it “come to you” as if by magic. If you build the concept (what might be) realistically enough, your mind, quite literally, cannot distinguish your conception from a perception. And then … you perceive reality—what is—and your mind “calculates” the difference.
3) Note your feelings about the difference—examine the full range from negative to positive. This step is critical. Most people will not be convinced as much by the height of your logic as by the depth of your conviction. The theory of motivation says that:
Motivation = Difference x Value
To the extent that you have strong feelings about, or place a large value on, the difference you’ve created, you now have a problem—you’re now totally dissatisfied with what is, and only what might be is good enough for you.
You’re now feeling the pressure or tension of motivation. What happens next is that your mind goes to work for you to find a creative way to eliminate the difference and “solve” your problem. So, instead of just wishing for or wanting something, create a BIG difference—a real need for it.
Secret of Success: Big needs inspire big deeds. A need gets a got every time.
You must feel a burn, a desire for your goal, or you won’t get it. Your goal must be of great personal value to you (like air to breathe). Without a burn, you won’t have the energy or stamina to overcome obstacles as you pull, drive or fight your way toward it. With all the “wet blankets” around, your fire must be big and hot enough to stay lit.
We will either find a way or make one. (Hannibal)
Henry Kaiser, the industrial giant, was told by experts during World War II that it took months to build a ship. He never took the time to find out why. Instead, he ordered his company to build one fast, and they did—4½ days! He had a burn.
Great things are done by inspired people, not by logical people. (Unknown)
With motivation, your goal begins to control, direct and literally move you. So, before you light the fire, be sure that the goal you set is one you really want. The best kept secret to self-improvement, change, weight-loss, etc is you.
Copyright © 2011 by DeltaPro
Tags: commitment, life is a journey, pathways, wanting, willingness, wishing
A good plan is like a road map: it shows the final destination and usually the best way to get there. (H. Stanley Judd)
Develop a Plan and Objectives
Plan your work; work your plan.
Failing to plan is planning to fail.
Most people don’t plan to fail; they fail to plan. (Unknown)
Each goal you define requires a plan—the route you intend to follow toward success. You don’t become successful by accident; you become successful by planning.
In order to reach your goal, your plan should identify:
1) When and how things you have to do should be done;
2) Resources you’ll need—personal and physical;
3) Obstacles that might prevent you from reaching your goal—again personal and physical.
The effective way to obtain these resources and overcome these obstacles is to break your goal down into Objectives.
Objectives are sub-goals you must accomplish in order to reach your goal. It’s usually a lot easier to accomplish several moderate objectives than go directly for one large goal.
Establish a time-frame when you expect to complete each objective and achieve your goal. Your time-frame should be somewhat loose. A rigid time-frame is limiting because it forces your goal or objective to become a “must” or “have to” instead of a “desire” or “want to”.
The time-frame for a goal can range from short to long. The timeline for an objective is obviously less than the goal it’s part of. You have a lot of visibility, detail, and control over these items. Chances of success are high. It’s a lot easier to see tomorrow than next week, next month or next year.
Collect information. Since you’re growing into a new area, you’ll need to get lots of information by: reading, talking to people who know, experimenting, gaining experience if possible. Remember, keep your purpose most firmly in mind—never lose sight of your vision. Keep your goals next firmest in mind—they determine where you’re going. But goals have a way of coming, changing and going. And finally, be most flexible in your thinking regarding your objectives. Plans often work out, but when they don’t, it’s a good idea to have an alternative or backup plan in mind.
Exercise: Select one of your goals and identify: 1) Resources you have or will need (acquiring those you need can become one or more of your objectives); 2) Obstacles you’ll have to overcome (overcoming these can become one or more of your objectives). Choosing one of your goals, list as many objectives as you can think of. Put them in some kind of order (timeline, priority, complexity, etc). Make a list of 5 to 10 ways to achieve your goal—one of them is sure to work.
Copyright © 2011 by DeltaPro
Tags: long-term goals, objectives, plan, short-term goals, sub-goals, time-frame
The road leading to a goal does not separate you from the destination; it is essentially a part of it. (Charles de Lint)
Convert the Difference into a Goal
Somewhere along the line, you’ll want to make your vision real. You have to convert it from “I wish …” to “I am …” or “I have …” or “I see myself as …”. Determine in your mind the exact goal you want to achieve. Identify precisely what you want, where you’re going—be specific, concrete.
Your goal should be just out of reach, but not out of sight. Your goal should stretch you but be realistic. It should be realistic and achievable in a “reasonable” amount of time and with a “reasonable” amount of effort.
People who have a fear of failure or low self-esteem often set goals which are either too high or too low.
A goal set too high (too big a difference) provides a ready excuse for failure—“It was just too hard to achieve, no matter how much effort I put in”.
A goal set too low (too small a difference) won’t take you far from where you started. While this makes the goal easy to achieve, it doesn’t do as much for your self-esteem as achieving a stretching goal would.
The difference has to be just right to create the force you need in order to reach your goal. It’s a fact that if you move many kinds of fish from a smaller tank to a larger tank (greater limits), the fish will grow. Likewise, if you set goals larger than your current abilities or skills, like the fish, you will grow.
Example: Think about your current reality and your goal like magnets.
Setting and achieving personally-stretching goals provides you with individual successes, which when strung together, make you feel like a successful person.
It’s important that you write down your goal—as clearly and concisely as you can! This is your contract with YOU. State it as your goal, not somebody else’s. State it as a specific, concrete end result, not a process. Your goal must be measurable. State it in positive rather than negative terms—state what you want, rather than what you don’t want. Saying “I don’t want where I am now” or “I want to go somewhere else, anywhere else”, is not the same as saying “I want to go to someplace specific, and here’s why!” State a specific time for achieving your goal. Finally, prioritize your goals. It’s not likely you have the resources to tackle them all at one time, so which one is most important, then next most, etc (yes it’s okay to have a few tie scores).
You have to lay the groundwork. Collect information and organize it in a way that’s useful—the key to change is learning. From a human perspective, the most effective change is gradual and slow, rather than abrupt or sudden—evolution rather than revolution. Get assistance with your research. Use outside resources, as appropriate. Find support—someone who will lend a hand. Use your network of family, friends, colleagues, etc.
Exercise: What do you want more than anything else? Without worrying how, do you intend to achieve it? Are you willing to put other issues or projects on the “back burner” so you can put all your energy into your goal? What issues? Is your goal consistent with, or at least not in conflict with, your purpose? What’s your reasoning? Is your goal static or dynamic? How so? Is it reactive or proactive? How so? Is your goal short-range, medium-range, or long-range? Which of the Seven Goal-Setting Arenas does your goal fit into?
Copyright © 2011 by DeltaPro
It’s the difference that makes the difference. (Larry Wennik)
Compare Your Vision with “What Is”—Define the Difference
The need or desire to set a goal usually happens when something or someone disturbs your current reality (WHAT IS, the status quo). The new possibility or new input (WHAT MIGHT BE) may be a force from inside of you or a source from outside. This disturbance may be measured or felt as a difference between the new possibility and your current reality, as shown in the following figure.
Example: WHAT MIGHT BE is an ad on TV for a new car, truck or SUV. WHAT IS is your current vehicle, which by comparison (difference) looks really old and shabby.
If you’ve done a good job describing your current reality and defining the new possibility or new input, you can clearly determine the difference —the amount of change that will be required to get from what is to what might be.
You may not realize it, but almost everything you do is based on a difference. When you get a drink because you’re thirsty, your thirst is your body’s signal that there’s a difference between the current salt level in your blood-stream and the level your body knows as “normal”. When you see something you want (like that new car), and you don’t now have it, it’s this difference that creates the pressure or tension you feel. You can choose to do nothing about it and continue to feel the stress, or you can try to figure out a way to get what you want.
So, you see, being able to clearly define the difference between WHAT IS and WHAT MIGHT BE makes all the difference in helping you achieve your goals.
If the difference is small, you may choose to ignore it. However, if the difference is large, you have a problem. You’ll have to choose to either 1) deny the new possibility—to maintain your self-consistency (one definition of sanity); or 2) accept the new possibility—and integrate it with your current reality.
The reason many people (and organizations) don’t do well with goal-setting and change is that they try to just “patch on” the new possibility to their current reality. However, previous knowledge and experience (stored in personal or group memory) tends to fight the new possibility they have (or someone has) added. It’s something of a survival instinct. People (and organizations) will push or pull back to what they know is “right” or “the truth” for themselves—because it’s easier. For better or worse, it’s their comfort zone. And sometimes they get an outside push or pull to “get back where they belong”.
In order to make a change, therefore, you must consciously envision what you want yourself or your organization to be like. This requires a sense of purpose—to fulfill something N-E-W (Needs-Expectations-Wants). So, you have an important decision to make.
A decision (literally, to cut away from) means making a choice or selection of a result that is likely to be most positive or least negative for you.
You make a change largely by deciding to make the change. Once you make the decision to make a change, the rest is details.
Change is most effective when it’s done from the inside out. This may be the real secret of successful change. A small change on the inside will ripple outward—like waves on a lake—into lots of effects. And keep in mind what’s on the inside: values, beliefs and principles.
Don’t let it happen; make it happen! (Unknown)
But the reverse is much harder to do. Using the waves-on-a-lake analogy, can you see trying to stir up the water around the shoreline in just the right way so as to make a ripple go inward? Just so, it’s very hard to force change on people (or organizations) from the outside in.
Don’t allow others to steal or put down your dream. If someone poo-poohs your dream, they probably don’t want to see you succeed, or they’re just negative thinkers.
The world is moving so fast these days that the man who says it can’t be done is usually interrupted by someone else doing it. (Elbert Hubbard)
Exercise: Identify an area in which you want to make a change (your behavior, possessions, etc). State the current situation as a problem—“what is”. Use “I” statements. State the result you’d like to see—WHAT MIGHT BE—in positive terms. State it so you can clearly visualize the result. Again, use “I” statements. Clearly state the difference between WHAT IS and WHAT MIGHT BE.
Copyright © 2011 by DeltaPro
Tags: current reality, decision, difference, new possibility, secret of successful change
If you don’t know where you’re going, any road will take you there. (Proverb)
Start with a Vision of “What Might Be”
You’ve got to start with a vision, an idea, a desire for something you want—a what might be. Goal-setting is about possibilities and opportunities. In the Rodgers & Hammerstein musical, South Pacific, there’s a lyric that goes, “You got to have a dream. If you don’t have a dream, How you gonna have a dream come true?” While you may not always get what you want, you’ll seldom get more than what you expect.
Your Journey To Success (figure above) will be more effective if you keep the following three rules in mind.
1) You don’t have to know where you’ve been (WHAT WAS)—it’s a certainty. Past successes (or failures) may give you confidence (or lack of it), but they won’t do you much good for goal-setting—they’re history. For example, having won (or lost) the last three games, what can you say about the outcome of the next game? Never lose sight of tomorrow by looking back at yesterday. Remember, it’s not a good idea to steer a boat by looking at the wake.
2) You do have to know where you are now (WHAT IS)—it’s a surety. The best roadmap in the world is useless unless you know where you are now, clearly and honestly. Otherwise you won’t know what route to take to get from here to there. For effective goal-setting, it’s a good idea to write down the present situation—WHAT IS—with as much detail as possible.
3) You do have to know where you want to go (WHAT MIGHT BE)—it’s an uncertainty. Your goal should be a move toward something (a dream, idea, want, need, etc). It should not be a move away from something (a problem). There’s an old expression that says, “Find a need and fill it.” However, much more effective results will happen if one word is changed—“Find a want and fill it.” For effective goal-setting, it’s a good idea to write down what you want—WHAT MIGHT BE—with as much detail as possible.
Copyright © 2011 by DeltaPro
Tags: vision, what is, what might be, what was
For me, goals are my road map to the life I want. They have helped me accomplish things I once thought were impossible. (Catherine Pulsifer)
The Roadmap Of Success, shown below, is the means for achieving personal or organizational goals. Each box is detailed in succeeding posts.
Note: While the steps in the Roadmap are shown sequentially, some may actually overlap or occur in parallel. And observe that setting goals starts at the core of the Goal-Setting Target with a vision or purpose, then works it’s way outward.
Achieving goals goes the other way. By taking action, you complete objectives and goals in your plan, working your way toward your vision and fulfilling your purpose.
Copyright © 2011 by DeltaPro
Tags: journey to success, road map of success, roadmap of success