4. Decide what you want to do, and then give yourself deadlines. I’m a firm believer that schools use homework to teach us that deadlines are a healthy thing in the job force. If you work in an arena in which you have to set your own goals and deadlines, this can be tough sometimes. The process I’ve adopted allows me to make a “Dream List.” These are the big things I want to make happen this year. This is usually a very invigorating time…until you look at the finished list. It’s super-easy to look at a list like that and think it can never happen. That’s why the second part is so crucial. Divide those ‘dreams’ into quarters of the year. I made a list of 10 big dreams for the year, which is a lot to accomplish. However, if you can split those into two or three per quarter, it’s a lot more manageable. You have to learn the value of taking initiative. Again, there are people far more capable of ‘getting things done.’ Why are you OK with just hoping it gets done? Make it happen!
5. Convince those around you that these goals are worthy of a year’s effort. In any organization, there are people that help you make this happen. And in most cases, the people that help you make it happen are not just subordinate to you. In fact, the most important meeting you’ll have, after engaging in goal-setting, is sharing your goals with those who lead you. John Maxwell coined a term, “leading up” that described the process in which an employee shares ideas with his/her direct report. In my case, that’s my pastor. Now that you’ve poured your heart and soul onto a whiteboard, you need to compile it in a clear and concise plan and hand it to your boss. Please know that this is dangerous! You need to be ready for anything. Your goals may not be their goals (it helps to know the expectations you have been given before you even start setting goals). They may not approve, and if they don’t, you need to be mentally prepared to head back to the drawing board. Once your plans have been approved, you need to convince those who follow you that these goals are worth chasing. If your team is not on the same page, you cannot move forward. You can try as you may, but don’t expect much progress. This process may be more difficult than you thought. However, it’s wise to gain the approval and excitement of your team before you can move forward. A singular focus is a crucial element to progress. If you don’t have focus, you can’t have synergy. And if you can’t have synergy, your idea will invariably fall apart at the seams.
6. Continually remind your team members of your goals and follow through. This is the tough part for me. I’m a big picture kind-of-guy. That means a couple things about me. I’m not good with details. I’m really good at starting things, and rarely good at finishing them. Ideas excite me. Processing them drains me. If you’re like me, you need a team of people to help you with this. Whether you have employees or volunteers, they are the ones who are going to help you make this idea come to life. What does follow-through look like in my life? Simply, it means keeping that list in front of me for 12 months. It also looks like reminding my team, at every level, and at every meeting, what we’re shooting for. This has the potential to be really annoying and stagnating. One way to avoid that is to present the idea creatively. If you say the same sentence over and over again, expecting people to catch the idea, it probably won’t be caught. However, different people respond to different stories, illustrations, and dreams. You may catch someone’s attention on the third or fourth cast. That’s normal! This is the same reason you see commercials aired repeatedly in a given night. What do you remember? The commercial that aired once in a four-hour span, or the commercial that aired every single break between shows? Repetition isn’t your enemy. Presentation is.
In short, your team needs to be excited about the plan. Once they’re excited, they need to know what part you want them to play, and how to play it. That’s leadership.
I’d love to hear your thoughts on the processes you’ve adapted, and what you may think works better in your context!