Goal Setting Part 2, Get SMART

 

Goal Setting Part 2, Get SMART

If you haven’t read part one, or done the exercises in part one please do them first.  It will help you in this section so much.  You can see part one here.

Great now that we have taken inventory of our last year, future paced our next year to see it’s greatness and took a serious look at the balance we have in life it is time to talk about the actual mechanics of goal setting.

To Set Goals You Need To Be Grateful

Having the proper mindset when you set your goals is incredibly important.  If you are in a negative mindset with feeling or lack, jealousy or fear you will tend to set goals with words like I need, I want, I don’t want.  Our words have power and we need to use positive words in our goal setting.

Get grateful, grateful about the gifts you have, the lessons you have learned, the heath you enjoy and the family you love. Find something to be grateful for, even if its just that you woke up today.

For some of you this may be difficult, depending on how the previous year, and yesterdays exercises, have gone.  If you are having trouble getting into a positive, grateful mindset I encourage you to watch the video with Tony Robbins before you go on to the actual goal setting steps.

 

The Mechanics Of Powerful Goal Setting

Paul J Meyer was the founder of Success Motivation Institute and many consider him one of the fathers of the self development industry.  Our world lost him several years ago, but his teaching live on.  While I can’t say for sure, but I think Paul was the originator of the SMART Goal setting system.  Several different people have used the SMART acronym and modified the meaning, this is the one I like best.  I excerpted some of the following article from one of his books, Attitude Is Everything.  In it he is talking about teams, but you can just substitute team for I or me.

Developing SMART goals

Before you start, review the Future Pacing story you wrote yesterday and the priority wheel.  this should help you in the process of setting your goals.  Try to narrow it down to the TOP 10 GOALS that will have the biggest impact on your year.

Specific

The first term stresses the need for a specific goal over and against a more general one. This means the goal is clear and unambiguous; without vagaries and platitudes. To make goals specific, they must tell a team (or yourself) exactly what is expected, why is it important, who’s involved, where is it going to happen and which attributes are important.

A specific goal will usually answer the five “W” questions:

  • What: What do I want to accomplish?.
  • Who: Who is involved?
  • Where: Identify a location.
  • Which: Identify requirements and constraints.

Motivational

You want your goals to stretch and excite you.  Answer the following questions about your goals.

What will I gain or How will my life improve when I achieve this goal?

What will not achieving my goals cost me?

Some people are motivated by gain, some by fear of loss and sometimes what motivates you will change depending upon the season of your life.  Just remember we never, never – ever, want to spend time in the negative.  Spend you time on the positive solution.

A motivating goal will answer the question of:

Why should I do this?

Attainable

The third term stresses the importance of goals that are realistic and attainable. While an attainable goal may stretch a team in order to achieve it, the goal is not extreme. That is, the goals are neither out of reach nor below standard performance, as these may be considered meaningless. When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. The theory states that an attainable goal may cause goal-setters to identify previously overlooked opportunities to bring themselves closer to the achievement of their goals.

An attainable goal will usually answer the question:

  • How: How can the goal be accomplished?

Relevant

The fourth term stresses the importance of choosing goals that matter. A Bank Manager’s goal to “Make 50 peanut butter and jelly sandwiches by 2:00pm.” may be Specific, Measurable, Attainable, and Time-Bound, but lacks Relevance. Many times you will need support to accomplish a goal: resources, a champion voice, someone to knock down obstacles. Goals that are relevant to your boss, your team, your organization will receive that needed support.

Relevant goals (when met) drive the team, department, and organization forward. A goal that supports or is in alignment with other goals would be considered a relevant goal.

A relevant goal can answer yes to these questions:

  • Does this seem worthwhile?
  • Is this the right time?
  • Does this match our other efforts/needs?
  • Are you the right person?

Time-bound

The fifth term stresses the importance of grounding goals within a time frame, giving them a target date. A commitment to a deadline helps a team focus their efforts on completion of the goal on or before the due date. This part of the S.M.A.R.T. goal criteria is intended to prevent goals from being overtaken by the day-to-day crises that invariably arise in an organization. A time-bound goal is intended to establish a sense of urgency.

A time-bound goal will usually answer the question:

  • When?
  • What can I do 6 months from now?
  • What can I do 6 weeks from now?
  • What can I do today?

Success to You,

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