Posts Tagged ‘Goals’

What’s Holding You Back?

December 9th, 2011

What is really impact­ing your pur­suit of the results you want to achieve? If there is some­thing hold­ing you back in your life and cho­sen career, what can you do about it?

Cer­tainly the econ­omy — domes­tic and global — has impacted most of us, and will con­tinue to have a neg­a­tive impact for at least a few more years. But it is too easy to blame out­side influ­ences and avoid tak­ing respon­si­bil­ity for what we need to do in order to reach our goals.

There are exter­nal fac­tors — includ­ing biases, prej­u­dices, reg­u­la­tory bar­ri­ers, and so on — that are out of our imme­di­ate con­trol. Yet there are things we can do that will improve our sit­u­a­tion if we per­sis­tently stay the course.

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Looking Forward to the New Year

November 22nd, 2011

There are all sorts of ways to approach plan­ning for the upcom­ing year. What has always been clear to me is that you need to have a plan. Your plan should be in writ­ing and it should be spe­cific, includ­ing the actions expected, who’s respon­si­ble, and when each step should be completed.

There are a few impor­tant “mind­sets” that will keep you focused on a cre­at­ing a plan that can help you achieve your desired results.

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Keep Your Eyes on the Targets

April 25th, 2011

Imag­ine fly­ing the Apache AH-64 heli­copter, cruis­ing at 165 miles per hour with one eye on what’s ahead and the other eye focused on your helmet’s eye­piece and its sophis­ti­cated nav­i­ga­tion and arma­ments systems.

Yes, that’s right! One eye must fly the plane and the other eye, simul­ta­ne­ously, keeps track of sophis­ti­cated sys­tems. These pilots are amazing.

It takes that same kind of con­cen­tra­tion to lead a team in today’s com­pet­i­tive and increas­ingly com­pli­cated envi­ron­ment. Lead­ers must keep one eye on the imme­di­ate chal­lenges, and the other eye on the road ahead and the strate­gic adjust­ments and changes that will be required.

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Find Inspiration in Your Own Obituary

April 12th, 2011

One of the great things Build­ing Cham­pi­ons’ coaches do in help­ing peo­ple pre­pare their Life Plan is to ask them to com­pose their own obit­u­ary. You write it the way you want to be remem­bered by your fam­ily, friends, col­leagues and oth­ers impor­tant to you. For me, this was a pow­er­ful experience.

But how I wanted to be remem­bered was prob­a­bly not how it would really be writ­ten if my life had ended right then. There were gaps that I needed to address.

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Six C’s for Leaders

January 10th, 2011

Recently, at a round­table meet­ing we hosted for CEOs, Coach Barry Engel­man offered the group six pow­er­ful “C” words that lead­ers should keep in mind as they start 2011.

Barry has gra­ciously per­mit­ted me to share these words with you, and I’ve added my own thoughts as well. I believe that all lead­ers can use a good dose of “Vit­a­min C” for the New Year.

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It’s a Process, Not an Exercise

December 13th, 2010

As we approach another year, we go through the “exer­cise” of prepar­ing a new bud­get, review­ing our vision, and detail­ing the actions needed to reach our goals.

These are all rea­son­able and nec­es­sary activ­i­ties, both for our busi­nesses and for us per­son­ally. How­ever, these activ­i­ties are often approached as just an annual exer­cise … some­thing to do and get done so we can get back to work.

When com­pleted, the exer­cise goes back on the shelf or the cor­ner of the desk to be reviewed again next year.

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Why” and “Why Not”

November 16th, 2010

At the Build­ing Cham­pi­ons Expe­ri­ence in Sep­tem­ber there were many dis­cus­sions about find­ing our “why.”  In essence, what is our pur­pose, and is what we are doing each day as mean­ing­ful as it could be?

These are crit­i­cal and dif­fi­cult ques­tions to answer. How we think about them can uplift us, shape our atti­tude, guide our direc­tion, influ­ence the actions we take, and help us improve.

One of my col­leagues, Steve Scan­lon, pointed out that, “in life there is no such thing as stand­ing still; you are either mov­ing for­ward or back­ward.” If we think we can tread water in pur­suit of our goals, we are sadly mis­taken. The world around us will con­tinue to evolve and move for­ward, and if we are not advanc­ing toward our goal then we are falling behind.

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Don’t Just Start…Finish!

October 25th, 2010

How many times do we begin with great inten­tions, but fail to get the job done? Our plans were solid, we had detailed action steps, but some­thing got in the way and we didn’t fol­low through.

How much time is wasted by incom­plete efforts with poor results, and noth­ing tan­gi­ble to show for it? Prob­a­bly more than we would like to admit.

In the 1968 Mex­ico City Olympics, John Stephen Akhwari rep­re­sented Tan­za­nia in the marathon event, and he had every rea­son in the world to give up.

Akhwari had dis­lo­cated his knee in a fall and was hurt, bleed­ing and ban­daged when he entered the dark­ened arena. Most of the crowd had already left, as Akhwari came in well over an hour behind the run­ners who fin­ished before him.

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The Forest and the Trees

April 5th, 2010

How many times have we heard the expres­sion “you can’t see the for­est for the trees?”

I have worked with man­agers, includ­ing chief exec­u­tives, who stug­gle to see the big pic­ture and keep con­sis­tent focus on their over­all goals and busi­ness strat­egy. They become so immersed in day-to-day oper­a­tions that they don’t take time to sit back and view the landscape.

Most man­agers like the details; it’s what they know best. But when they don’t mon­i­tor how indi­vid­ual actions are fit­ting into the accom­plish­ment of their over­all goals, they may lose sight of their strate­gic vision.

As with so many things in life, bal­ance is important.

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Performance Slips When it is Not Measured

March 29th, 2010

Without clear stan­dards and reg­u­lar mea­sure­ment, per­for­mance suf­fers. Even the self-motivated achiever will pro­duce dis­ap­point­ing results when they lack direction.

Every man­ager and employee must have a clear under­stand­ing of what’s expected of them, and they must be mea­sured against those expec­ta­tions daily. Inspect often to ensure the results you expect are achieved, and let every­one know where his or her per­for­mance ranks.

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