Centering Your Goals

Are your goals centered on your purpose?

It's easy to form a massive list of unrelated goals. Before you know it your focus is scattered across an undefined landscape. What do you do first? How do you prioritize?

The time to focus is at the start. Can you align each and every goal to your purpose, your vision? People often tell me during a workshop that it's not possible. "My supervisor gives me my goals" they might say, or "Upper management decides what our goals are and if they're not related that's my problem..."

What do you do about that?

How about making every goal centered conversation a centered conversation. Bring in your key leadership skills. Be clear about your purpose. If your boss isn't clear, ask and help to clarify (yes, you really can do this).

Get creative in your approach to your goals. If it's not aligned obviously with your vision, what ways can you move it in the direction of better alignment? How can you optimize your new goals so that they do align with your vision?

Show compassion for yourself and the source of your goals. People are usually doing the best they can with what they know how to do. Maybe it's your turn to train someone how to focus more clearly on a purpose. Or, maybe it's your turn to learn more about these new goals so that they resonate more clearly with you.

Then, show the courage it takes to stand by your purpose. If a goal is truly a roadblock to completing or realizing your purpose, how can that be good? How could that trade be acceptable. Be courageous. Take a stand. Act boldly in the direction of success.

And keep in mind the picture changes. What seems discordant today could make total sense tomorrow. Focus, breathe, connect, and serve. Center yourself and centering your goals becomes much more easy.

-- Douglas Brent Smith

Comments

Measures Matter

Some people measure quantify first and quality later. Some people measure money first and impact to the team later (not even second!). How you measure productivity might determine your character and your reputation. Put people first. -- doug smith

New Ideas

New ideas won't break you but they can make you bigger. -- doug smith

What You Need

Use what you've learned to become what you need. -- doug smith

Your Reputation

More authority means higher levels of responsibility. More power requires more service to others, not less. What you do with your power is who you will be known as. Also, how you use the power you have creates who people will remember you as. How do you want to be remembered? -- doug smith

Personally

Improving performance does require us to take our work seriously. But it does not require us to take ourselves too seriously. Taking things personally is a waste of self-esteem. -- doug smith

For example

Get good at something that won't obsolete itself. For example: emotional intelligence creating great conversations encouraging people leadership What would you add to the list? Which ones are you developing? -- doug smith

Show Up!

"You've got to be there. Big decisions are being made!" my former boss told me a long time ago. "If your voice is in the room you might be heard..." It was good advice then and it still is. Show up. When there's a goal you're working on and an opportunity appears to advance that goal -- show up. When changes are being made that will affect you -- show up! When it matters to you -- show up. You won't always get what you want by showing up, but you never will if you don't! -- doug smith

The Problem With Compromises

Think about the last time you compromised on something. Whether it was a big compromise or a little compromise, how do you feel about it now? While we often call it "meet in the middle" it seldom does. Compromises are not automatically fair, no matter how implied that fairness is. Someone usually gets more out of a compromise than the person they are "compromising" with. If the low end is you, you don't like it -- and you remember that. If the top end of the compromise is you, you probably forget all about it even though the inequity simmers in the background. Compromises must be constantly revisited because they are inevitably unfair. If you get the chance to balance things out, your relationship will prosper. If you miss that chance, the relationship will suffer. What's your choice? -- doug smith

High Performance Leadership Combination

We can rationalize anything without making it justified. Leaders should always ask: who is this good for other than me? High performance leadership does NOT mean performance at any cost. It means performance that serves a noble cause while also benefiting people. High performance leadership is a combination. Results without relationships are shallow and temporary. Take care of both, and you'll be a high performance leader. -- doug smith

Decide

What do you want? Are you getting what you want? Intention is direction. Decide. And, then go. -- doug smith

High Performance Leadership

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