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Published on September 11, 2018

9 Game Changing Tips on How to Write Goals (and Reach Them!)

9 Game Changing Tips on How to Write Goals (and Reach Them!)

Try this quick thought experiment discussed by Sir John Hargrave in Mind Hacking: How to Change Your Mind for Good in 21 Days. Try to create a quick mental picture of yourself twenty years from now…

What do you see? Is it a blurry or fuzzy image? Is it like a puzzle with missing pieces?

How do we improve our vision or find the missing puzzle pieces?

I found 9 game changing tips on how to write goals and actually reach them.and split them into 3 categories to explain them: Questions to improve the image, simple rules, and feedback.

How to write goals and actually reach them

Let’s examine these 9 game changing tips on how to identify these missing pieces and how you can find them.

    Questions to improve the image — Your goal

    1. If — and — then (Killer tip!)

    IF we seek to identify goals to improve our life in twenty years from now — AND we see a blurry image in our mind — THEN we should use these powerful tips to write and action our goals.

    This is no different than computer coding. In How To Hack Your Brain and Reprogram Your Habits (Like a Computer), I discuss how to use this technique to overcome bad habits.

    Yet, this technique can also be used to write and action goals. Let’s examine how this works:

    IF x happens — THEN I will do y.

    IF = cause

    AND = necessary condition or correlation

    THEN = effect

    Example:

    IF: If I notice I have gained weight.

    AND: And I want to start exercising.

    THEN: I will create triggers to ensure I exercise every morning.

    To illustrate this point further, let’s examine an exercise trigger:

    IF: If I sleep in my (clean) running clothing.

    AND: And I use technology, such as the Pavlok Shock Clock to wake myself up in the morning.

    THEN: Then I will wake-up at 4am and run every morning.

    2. 80/20 Rule

    The 80/20 Rule (otherwise known as the Pareto principle) is the law of the vital few. It states that 80% of the effects come from 20% of the causes.

      Inputs or Causes = 20%

      Outputs or Effects = 80%

      20% of our inputs cause 80% of our outputs. The key is to identify the 20% of your actions that are creating 80% of your rewards. If you are able to successfully identify the 20%, then only do those actions.

      Example:

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      If what you do 80% of the time only brings you 20% of your results, then stop doing those actions.

      If what you do 20% of the time brings you 80% of your results, then only perform those actions.

      Another example can be found in the workplace:

      If you perform the following tasks: 1) make phone calls, 2) check e-mail, 3) write long reports, 4) participate in long meetings, 5) visit work-site locations to improve a process, 6) visit work-site locations to identify problems, 7) speak with employees directly to identify problems, 8) spend long hours creating PowerPoint presentations, 9) micromanage employees tasks, 10) micromanage employees attendance, etc.

      And you determine that only 20% of these tasks produce 80% of the direct positive results to you and your organization. Then only perform those 20%.

      This means you might only perform the following: 5) visit work-site locations to improve a process and 6) visit work-site locations to identify problems.

      In Joel Runyon’s article about the 80/20 rule, he provides advice for a diet. He says,[1]

      “If you change 20% of the foods you eat, you’ll see absolutely massive results, particularly when you’re just starting to improve your diet for the first time.”

      3. What? — So What? — Now What? (Killer tip!)

      Developed in 1970 by Terry Borton, Borton’s Development Framework provides us a straightforward approach to anything by asking three simple questions: What?, So What?, Now What?

      In Razor-Sharp Thinking: The What-Why Method, I wrote about the power of this simple approach.

      What? The experience… What happened?

      So What? Why was it important… What is the bottom line up front (BLUF)?

      Now What? What are you going to do now?

      Example:

      What?

      What happened to trigger a new goal? Let’s say you find it hard to breath while walking.

      So What?

      This is the reason (or the why) to improve your health. If you find that you lose your breath while walking, and you are a smoker, then you have potentially identified the problem.

      Now What?

      This is your plan of action.

      For example: If you lose your breath while walking, and you are a smoker, then you need to quit smoking.

      Simple rules

      4. DSRP (Killer tip!)

      Systems Thinking v2.0 (DSRP) was developed by systems theorists Derek and Laura Cabrera. In Systems Thinking Made Simple: New Hope for Solving Wicked Problems, the Cabrera’s surmise,

      “We are astonished to learn that the breathtaking diversity and creativity of nature that produces peacocks, giraffes, and star-nosed moles is born of genetic mutations of the four nucleotides of DNA (ATCG). Much like the genetic code that underlies all species, DSRP provides a cognitive code that underlies human thinking.”

      DSRP is predicated on the idea that systems thinking is a complex adaptive system (CAS) with four underlying rules: Distinctions, Systems, Relationships, and Perspectives.

      DSRP is a way to use simple rules to understand difficult and confusing concepts. Let’s look at the simple rules with examples of how to use them in understanding the confusing concept of blockchain technology.

      Distinctions (Identity and Other)

      We must first identify what something is and what it is not.

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        Systems (Part and Whole)

        Once we have made clear distinctions we then examine the part-whole structure for blockchain and something else we are already knowledgeable with.

          Relationships (Cause and effect)

          After we analyze the part-whole structure for both concepts, we then look for relationships between ideas.

            Perspectives (Point and view)

            Finally, we can then examine the different perspectives of blockchain technology from a point (i.e. supply chain) and a view (i.e. smart contracts).

              5. VMCL (Killer tip!)

              Derek and Laura Cabrera have also developed simple rules for any organization in their most recent book Flock Not Clock: Align people, processes, and systems to achieve your vision.

              In fact, I used these simple rules to develop my vision (Emergent Learning by Swarming the Classroom) for courses I teach at Fort Hays State University (FHSU) in Hays, Kansas. Let’s take a look at these rules and examples of how you can use them.

              Vision (your desired future state or goal)

                Mission (our repeatable actions that bring about the vision… simple rules)

                  Capacity (our systems or processes that provide readiness to execute the mission)

                    Learning (our continuous improvements of systems of capacity based on feedback from the external environment)

                      Finally, here is a summary of VMCL for Emergent Learning.

                        6. Cynefin Framework

                          Developed by Dave Snowden, the Cynefin Framework is a conceptual way to assist decision makers in making decisions. For a detailed examination of the framework, I recommend reading my article How to Thrive in Chaos.

                          This framework provides simple rules (or domains) for identifying where a problem resides and the tools to use to solve a problem.

                          The Cynefin Framework is essentially 5 domains. Let’s briefly examine four of the five domains (leaving out disorder) with a description, a metaphor, and an example:

                          Simple (systems are stable and we can see clear cause-and-effect relationships)

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                          • Description: In this domain, the right answer to a problem is easy to identify.
                          • Metaphor: Playing Checkers
                          • Example: Standard Operating Procedures (SOP) in an organization can solve simple problems.

                          Complicated (a domain of experts where we know the information we need, but we don’t have the answers)

                          • Description: We have asked questions but have not received an answer.
                          • Metaphor: Playing Chess
                          • Example: The use of Lean Six Sigma (LSS) in solving problems.

                          Complex (the information we need is out there somewhere, but we don’t know what we’re looking for)

                          • Description: The best way to determine if you have a Complex or Complicated system or problem is to figure out if you have an emergent complex adaptive system (CAS) – which will have a large number of agents interacting, learning, and adapting; thus, if you have a CAS, you are in the Complex domain.
                          • Metaphor: Playing Wei-chi (aka Go)
                          • Example: Using Systems Thinking v2.0 (DSRP) to solve complex (wicked) problems.

                          Chaotic (the realm of the unknown)

                          • Description: Possessing an understanding of cause-and-effect is useless.
                          • Metaphor: Playing Twister
                          • Example: First responders and the military have to train for all possible scenarios. In this domain, it is very important to train yourself so you do not freeze during an unexpected situation (such as an active shooter).

                          Feeedback

                          7. Cue — Routine — Reward

                          Charles Duhigg writes about a powerful habit loop in The Power of Habit: Why We Do What We Do in Life and Business. By understanding the habit loop, we can change bad habits by replacing them with healthy habits. The habit loop is a neurological loop consisting of the following:

                          • Cue: The cue is anything that triggers the habit. Think of this as a tripwire.
                          • Routine: This is the routine you wish to change (i.e. smoking).
                          • Reward: The reward is the reason for change. It is the positive reinforcement for the new behavior.

                          Duhigg provides the following tips to short-circuit the habit loop.

                          Let’s look at an example:

                          Step 1: Identify the routine

                          This is the behavior you wish to change. If you step on a scale and notice a large weight gain, then this will trigger the cue to lose weight.

                          Step 2: Experiment with rewards

                          Experiment with different rewards to see which one stick. If you write down every time you run — And you create a long chain of events — Then you will want to continue the chain (imagine a calendar with a string of check-marks illustrating how often you run).

                          Step 3: Isolate the cue

                          Duhigg says that we can ask ourselves (and record our answers) five things the moment an urge hits use in order to diagnose our habit:

                          1. Where are you?

                          2. What time is it?

                          3. What’s your emotional state?

                          4. Who else is around?

                          5. What action preceded the urge?

                          Step 4: Have a plan

                          Duhigg found once we figure out our habit loop, we are then able to shift our behavior.

                          “Put another way, a habit is a formula our brain automatically follows: When I see CUE, I will do ROUTINE in order to get a REWARD.” – Charles Duhigg

                          8. Algorithms (Killer tip!)

                          Algorithms are built off of and learn from feedback loops. This is why companies, such as Netflix and Spotify can successfuly recommend movies and music to you.

                          In Swipe to Unlock: A Primer on Technology and Business Strategy, the authors illustrate the algorithm and feedback loop Spotify uses. It is a computer algorithm to find songs that fit your profile.

                            The authors discuss the Discover Weekly algorithm that starts by looking at two basic pieces of information.

                            First, it looks at all songs you’ve listened to and liked enough to add to your library or playlists. They also mention that the algorithm is even smart enough to know if you skipped a song in the first 30 seconds.

                            Second, it looks at all the playlists others have made, with the assumption that each playlist has a thematic connection.

                            We can use computer algorithms, such as the Discover Weekly algorithm as an example of how to adapt and evolve our mental models. Our mental models are our own personal feedback loops and algorithms for how we live.

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                            In Flock Not Clock, Derek and Laura Cabrera write,

                            “When we interact with the real world, we receive feedback on the accuracy of our mental models. We adjust our mental models based on that feedback. Ideally, we refine our models to be better approximations of reality.”

                            Here is how this can work:

                              Our mental model (current knowledge) takes our present understanding of reality and approximates the real world (combined with current facts). This is the lens through which we view reality. Once we make the decision to act on our current knowledge, we then receive feedback from our environment. This feedback then changes our mental model — thus, this changes/revises our present knowledge. In essence, this is an algorithm for improvement.

                              9. OODA Loop

                                The OODA Loop was created by Colonel (Ret.) John Boyd. Without going into too much detail, I have adapted the OODA Loop as follows:

                                It is a high-speed decision making and feedback process using simple rules to upgrade your critical thinking skills for a sharper mind.

                                For a more detailed look at the OODA Loop, I recommend reading my article How to Upgrade Your Critical Thinking Skills for a Sharper Mind.

                                In its simplest form, the OODA Loop is a high-speed decision making and feedback process in four stages: Observe, Orient, Decide, and Act.

                                I am using the OODA Loop in my Emergent Learning concept as discussed in the VMCL portion of this article. I use it to move from information to understanding.

                                  Observe

                                  In my course at FHSU, I have my students digest information to receive data. Essentially, information is data. Think of information as a node in a systems diagram.

                                  Orient

                                  I then help my students orient to the information in an attempt to make sense of the information. Sense-making is the process of connecting information.

                                  Decide

                                  When we connect information (connecting two nodes) we bring about knowledge. The Cabrera’s provide the perfect equation for knowledge:

                                  Knowledge = Information x Thinking

                                  Thus, we can only bring about Knowledge when we introduce students to “Thinking”.

                                  Act

                                  To truly understand a concept, we must act. When we connect knowledge we attain wisdom. This is done through practical application of concepts.

                                  Final thoughts

                                  Lastly, my hope is that these 9 game changing tips will provide you a clear picture of your future vision or goals. These missing puzzle pieces should assist you in filling in those gaps in your mind.

                                  Just remember, use questions to improve your vision, use simple rules to guide you to your vision, and always look for feedback for improvement.

                                  Featured photo credit: Unsplash via unsplash.com

                                  Reference

                                  More by this author

                                  Dr. Jamie Schwandt

                                  Lean Six Sigma Master Black Belt & Red Team Critical Thinker

                                  How to Upgrade Your Critical Thinking Skills and Make Smart Choices How to Reprogram Your Brain Like a Computer And Hack Your Habits 5 Proven Memorization Techniques to Make the Most of Your Memory 10 Hacks to Increase Your Brain IQ, Focus and Creativity 9 Game Changing Tips on How to Write Goals (and Reach Them!)

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                                  Last Updated on March 15, 2019

                                  How to Be a Leader Who Is Inspiring and Influential

                                  How to Be a Leader Who Is Inspiring and Influential

                                  When I began managing people 15 years ago, I thought having a fancy title was synonymous with influence. Over time, I learned that power is conferred based on likeability, authenticity, courage, relationships and consistent behavior. When leaders cultivate these attributes, they earn power, which really means influence.

                                  Understanding influence is essential to professional growth, and companies rise and fall based on the quality of their leadership.

                                  In this article, we will look into the essentials of effective leadership and how to be a leader who is inspiring and influential.

                                  What Makes a Leader Fail?

                                  A host of factors influence a leader’s ability to succeed. To the extent that leaders fail to outline a compelling vision and strategy, they risk losing the trust and confidence of their teams. Employees want to know where a company is going and the strategy for how they will get there. Having this information enables employees to feel safe, and it allows them to see mistakes as part of the learning journey versus as fatal occurrences.

                                  If employees and customers do not believe a company’s leadership is authentic and inspiring, they may disengage, or they may be less inclined to offer constructive criticism that can help a company innovate or help a leader improve.

                                  And it is not just the leadership at the top that matters. Middle managers play a distinct role in guiding teams. Depending on the company’s size, employees may have more access to mid-level managers than they do members of the C-suite, meaning their supervisors and managers have greater influence on the employee and the customer experience.

                                  What Is Effective Leadership?

                                  Effective leadership is inspiring, and it is influential. Cultivating inspiring and influential leaders requires building relationships across the company.

                                  Leaders must be connected to both the teams they lead as well as to their own colleagues and managers. This is key as titles do not make a person a leader, nor do they automatically confer influence. These are earned through trusting relationships. This explains why some leaders can get more out of their teams than others and why some leaders experience soaring profits and engagement while others sizzle out.

                                  Eric Garton said in an April 25, 2017, Harvard Business Review article:[1]

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                                  “… inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control.”

                                  How to Be an Inspiring and Influential Leader

                                  To be an inspiring and influential leader requires:

                                  1. Courage

                                  The late poet Maya Angelou once said,

                                  “Courage is the most important of all the virtues, because without courage you can’t practice any other virtue consistently. You can practice any virtue erratically, but nothing consistently without courage.”

                                  Courage is required in the workplace when implementing new strategies, especially when they go against professional norms.

                                  For instance, I heard Lisa TerKeurst, bestselling author and founder of Proverbs 31 Ministries, explain her decision to move away from her company’s magazine. While the organization had long had a magazine, she saw a future where it didn’t exist.

                                  In order to make the switch, she risked angering her team members and customers. She took a chance, and what started out as a monthly newsletter, has grown into a multi-dimensional organization boasting half a million followers. Had Lisa not found the courage to change the direction of her organization, they undoubtedly would not have been able to experience such exponential growth.

                                  It also takes courage to give and receive feedback. When leaders see employees who are not living into the company’s mission or who are engaging in behavior that may undermine their long-term success, one must risk temporary angst and speak candidly with the colleague in question.

                                  Similarly, it takes courage to hear constructive criticism and try to change. In business, as in life, courage is necessary for being an inspiring and influential leader.

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                                  2. A Commitment to Face Your Internal Demons.

                                  If you feel great about yourself, enter a leadership position. You are likely to be triggered in ways you didn’t think possible. You are also likely to receive feedback that may leave you second-guessing yourself and your leadership skills.

                                  The truth about leading others is that you get to a point where you realize that it is difficult to take people to places where you yourself haven’t gone.

                                  To be an influential and inspiring leader, you have to face your own demons and vow to continually improve. Influential leaders take their personal evolution serious, and they invest in coaching, therapy and mindfulness to ensure that their personal struggles do not overshadow their professional development.

                                  3. A Willingness to Accept Feedback

                                  Inspiring and influential leaders are not afraid to accept feedback. In fact, they actively solicit it. They understand that everyone in their life has a lesson to teach them, and they are willing to accept it.

                                  Inspirational leaders understand that feedback is neither good nor bad but rather an offering that is critical to growth. Even when it hurts or is an affront to the ego, influential leaders understand that feedback is critical to their ability to lead.

                                  4. Likability

                                  Some people will argue that leaders need not worry about being liked but should instead focus on being respected. I disagree. Both are important.

                                  When team members like their boss and believe their boss likes them, they are more likely to go the extra mile to fulfill departmental or organizational goals. Likable leaders are moved to the front of the line when it comes to being influential.

                                  Relatedly, when colleagues feel management dislikes them, they experience internal stress and can spend unnecessary time focusing on the source of their manager’s discontent versus the work they have been hired to do.

                                  So, likability is important for both the leader and the people she leads.

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                                  5. Vulnerability

                                  Vulnerability is critical for being an inspiring leader. People want the truth. They admire leaders who can occasionally demonstrate vulnerability. It promotes deeper relationships and inspires trust.

                                  When leaders can showcase vulnerability appropriately, they destroy the illusion that one must be perfect to be a leader. They also demonstrate that vulnerability is not a dirty word; they too can be vulnerable and ask for a helping hand when necessary.

                                  6. Authenticity

                                  Authenticity is about living up to one’s stated values in public and behind closed doors.

                                  Influential leaders are authentic. They set to live out their values and use those values to guide their decisions. The interesting thing about leadership is that people are not looking for perfect leaders. They are, in part, looking for leaders who are authentic.

                                  7. A True Understanding of Inspiration

                                  Effective leaders are inspirational. They understand the power of words and deeds and use both strategically.

                                  Inspiring leaders appropriately use stories and narratives to enable the teams around them to see common situations in an entirely new light.

                                  Inspirational leaders also showcase grit and triumph while convincing the people around them that success and victory are attainable.

                                  Finally, inspiring leaders encourage the teams they lead to tap into their own genius. They convince others that genius is not reserved for a select few but that most people have it in them.

                                  As explained in the article True Leadership: What Separates a Leader from a Boss:

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                                  “A leader creates visions and motivates team members to work together towards the same goal.”

                                  8. An Ability to See the Humanity in Others

                                  Inspiring and influential leaders see the humanity in others. Rather than treating their teams as mere tools to accomplish organizational goals, they believe the people around them are unique beings with inherent value.

                                  This means knowing when to pause to address personal challenges and dispelling with the myth that the personal is separate from the professional.

                                  9. A Passion for Continual Learning

                                  Inspiring and influential leaders are committed to continual learning. They invest in their own development and take responsibility for their professional growth.

                                  These leaders understand that like a college campus, the workplace is a laboratory for learning. They believe that they can learn from multiple generations in the workplace as well as from people from diverse racial and ethnic backgrounds.

                                  Influential leaders proactively seek out opportunities for learning.

                                  The Bottom Line

                                  No one said leadership was easy, but it is also a joy. Influencing others to action and positively impacting the lives of others is a reward unto itself.

                                  Since leadership abounds, there is an abundance of resources to help you grow into the type of leader who inspires and influences others.

                                  More Resources About Effective Leadership

                                  Featured photo credit: Markus Spiske via unsplash.com

                                  Reference

                                  [1] Harvard Business Review: How to Be an Inspiring Leader

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