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In the Name of God, Most Gracious, Most Merciful
DEVELOPING MISSION, VISION & GOALS
Necva Ozgur M.Ed. MERIT
Muslim Educators’ Resource, InformaEon & Training Center www.meritcenter.org
OUTLINE
PART I MISSION, VISION & GOALS
PART II A POWERFUL PERSONAL DEVELOPMENT PLAN
PART III HOW TO DEVELOP A MISSION STATEMENT
PART IV HOW TO DEVELOP PERSONAL GOALS
SESSION I
MISSION, VISION & GOALS
A well-‐constructed Mission Statement is the
most significant factor in building a strong organiza:onal iden:ty and future.
It is the embodiment of your business and it says a great deal to your customers and employees
about what you aspire to achieve.
MISSION STATEMENT
OrganizaEonal
Mission
Family Mission
Personal Mission
VISION STATEMENT
• A vision is a mental image of a possible and desirable future of the organiza<on.
• What might the organiza<on “look like” ten years from now?
• A vision focuses on an image of the desired end result.
• What in the future should make the organiza<on dis<nguished?
VISION
The vision is a picture of the future
MISSION STATEMENT
• A mission statement is a statement about the basic purpose of the organiza<on.
• It is a statement about the organiza<on’s reasons for exis<ng.
• Clarify the organiza<on’s primary inten<ons.
• Define the organiza<on’s role, bringing focus to the programs.
MISSION
Why does the organizaEon
exist?
GOALS
Define the desired outcome
that the organiza<on would like to achieve
in response to a cri<cal issue or
fundamental challenge.
GOALS What broad achievements must we aSain?
Where are we
going? VISION
Why does the organizaEon exist?
MISSION
What broad achievements must we aSain?
GOALS
Vision for the Future
Mission for the Present
Goals to Target
Core Values to Guide CORE
VALUES
CORE VALUES
Core Values are traits or quali<es
that are considered worthwhile;
they represent the organiza<on’s priori<es
and deeply held driving forces.
Values are what drive us!
WHAT IS A MISSION STATEMENT?
• A mission statement explains the organiza<on's reasons for existence, and answers the ques<on, "What business are we in?”
• Mission statements are designed to provide direc<on to an organiza<on, an enduring statement of purpose.
• A mission statement acts as an invisible hand that guides the people in the organiza<on.
MISSION STATEMENTS DEFINE WHO YOU ARE
A mission statement should say who your company is, what you do, what you stand for.
An effec<ve mission statement is best developed with input by all the cons<tuencies of the organiza<on.
The best statements tend to be 3-‐4 sentences
MISSION STATEMENTS DEFINE WHO YOU ARE
Avoid saying how great you are, what great quality and great services you provide.
Examine other organiza<on’s mission statements, but make certain your statement represents you and not some other organiza<on.
Make sure you actually believe in your mission statement, if you don’t, change it.
A MISSION STATEMENT CAN CHANGE YOUR DIRECTION
• A mission statement is only a paragraph long, but it has specific, measurable outcomes and a deadline for accomplishing that outcome. It is truly the best way to start your journey to success.
• Jim Rohn said, “You cannot change your des0na0on overnight, but you can change your direc0on overnight.”
• Crea<ng a mission statement will help you change your direc<on. With an inspiring mission statement you have made the shiY from an ordinary board to an extraordinary board.
PROPHET MUHAMMAD’S (PBUH) MISSION
“You have not been sent but
as a mercy to the worlds”
Qur’an 21:107
VISION EXERCISE
The goal of any envisioning process is to arrive at a shared vision:
Imagine!
If we could be the organiza<on of our dreams
and have the impact we most desire,
what would our organiza<on
look like in the
year 2015?
SESSION II
A POWERFUL PERSONAL DEVELOPMENT PLAN
TWO INGREDIENTS FOR SUCCESS
• Texas Oil billionaire H.L. Hunt once said that there are only two ingredients necessary for success:
• The first is that you have to decide exactly what it is that you want.
• The second ingredient is to determine the price you have to pay to get what you want, then pay the price by establishing your priori<es and get to work.
• Goal sebng is a process that helps you to decide exactly what it is that you want, and then to systema<cally pay the price in order to get it.
• It is a process that helps you focus your <me and energy on your
PERSONAL DEVELOPMENT
• Personal development is a lifelong pursuit because life is a work in progress.
• Each day offers an opportunity for improvement.
• As a parent, spouse, friend, ci<zen, leader and employee, we can all improve our performance in all areas of life.
PERSONAL MISSION STATEMENT
• While many companies proudly display their corporate mission statements, few individuals take the <me to create one for themselves.
• The basic idea, however, is the same -‐ a personal mission statement is the statement of your core values, of what is truly important to you in life.
• Personal development process starts with developing our Personal Mission Statement.
SESSION III
HOW TO DEVELOP A
PERSONAL MISSION STATEMENT
HOW TO DEVELOP PERSONAL MISSION STATEMENT
“Your mission statement becomes your cons<tu<on, the solid expression of your vision and values.
It becomes the criterion by which you measure everything else in your life.”
Stephen R. Covey, The 7 Habits of Highly EffecEve People
PERSONAL MISSION STATEMENT
• A personal mission statement is a bit different from a company mission statement, but the fundamental principles are the same.
• Wri<ng a personal mission statement offers the opportunity to establish what's important and perhaps make a decision to s<ck to it before we even start career.
• It enables us to chart a new course when we are at career crossroads.
• Steven Covey (in First Things First) refers to developing a mission statement as "connec0ng with your own unique purpose and the profound sa0sfac0on that comes from fulfilling it."
WHAT IS A PERSONAL MISSION STATEMENT?
• Your mission statement is the basis for making major, life-‐direc<ng decisions as well as the basis for making daily decisions.
• Your mission statement becomes your cons<tu<on, the solid expression of your vision and values.
• It becomes the criterion by which you measure everything else in your life.
BENEFITS OF WRITING A PERSONAL MISSION STATEMENT
1. Wri<ng a mission statement helps you to uncover your talents, interests, and your deepest desires.
2. Pushes you to think deeply about your life, clarify the purpose of your life, and iden<fy what is really important to you.
3. Forces you to clarify and express your deepest values and aspira<ons.
4. It imprints your values and purposes firmly in your mind so they become a part of you rather than something you only think about occasionally.
5. Integra<ng your personal mission statement into your planning makes your vision constantly part of you.
ELEMENTS OF A GOOD MISSION STATEMENT
A good mission statement addresses these three important points: 1. Values 2. Purpose 3. Ac<on
Answers these 6 ques:ons: 1. Who are we? 2. What are the basic needs we need to meet? 3. What do we do to respond to those needs? 4. How should we respond to our key people? 5. What makes us dis<nc<ve or unique?
DEVELOPING A PERSONAL MISSION STATEMENT
• A personal mission statement answers ques<ons like these:
What do I value? What are my talents?
What do I want from my life? What ac<ons do I need to support what I stand for?
At the end of my life, what do I want to have accomplished?
• A personal mission statement is the beginning of personal leadership.
• By referring to it and internalizing the meaning of a personal mission statement, we make choices that are consistent with our values.
PERSONAL MISSION STATEMENT GUIDELINES
Keep it simple, clear and brief. The best mission statements tend to be 3 to 5 sentences long.
Your mission statement should touch upon what you want to focus on and who you want to become as a person.
Think about specific ac<ons, behaviors, habits and quali<es that would have a significant posi<ve impact on your life.
Make sure your mission statement is posi<ve. Instead of saying what you don't want to do or don't want to be, say what you do want to do or become.
PERSONAL MISSION STATEMENT GUIDELINES
Include posi<ve behaviors, character traits and values that you consider par<cularly important and want to develop further.
Think about how your ac<ons, habits, behavior and character traits affect the important rela<onships in your life.
Create a mission statement that will guide you in your day-‐to-‐day ac<ons and decisions. Make it a part of your everyday life.
Think about the issues you are passionate about. When you put your passion to your mission statement that will make it more compelling, inspiring and energizing.
7 STEP PROCESS TO CREATING A PERSONAL MISSION STATEMENT
1. Iden<fy an influen<al person in your life. Define and list the quali<es you most admire in that person.
2. Define who you want to become; not just what you want to have and do.
3. Define your life roles. You may have roles in rela<on to your profession, family, community, or other areas in your life.
4. Measure the effec<veness of a mission statement :
DOES THIS STATEMENT INSPIRE ME?
7 STEPS TO CREATING A PERSONAL MISSION STATEMENT
5. Write a draY of your personal mission statement. Carry the rough draY with you and make notes, addi<ons, and dele<ons.
6. Write a final draY. Refer to it frequently. Use it as a standard to judge all your ac<vi<es.
7. Periodically review and evaluate your personal mission statement to keep yourself in touch with your own development.
DEVELOPING A PERSONAL MISSION STATEMENT
1. VISUALIZE YOUR LIFE
• Visualize yourself at the end of your life, feeling completely content and sa<sfied with everything you have achieved and having done everything you wanted to do.
• Translate what you have seen into long-‐term ambi<ous goals for your self, and then work back to more realis<c objec<ves by filling in details of what you need to do in order to reach those goals.
2. IDENTIFY YOUR DIFFERENT ROLES
• A way to achieve a balanced mission statement is to break it down into specific roles in your life -‐ for example: mother, daughter, wife, writer, leader, etc.
• It is important to balance all of your roles to ensure that one does not completely take over your life.
• Your goals for each role should be long-‐term-‐ focused on results rather than ac<vity.
STEP 3: IDENTIFY CORE VALUES
• Think about what you value in life.
• Develop a list of values that you believe iden<fy who you are and what your priori<es are.
STEP 4: IDENTIFY CONTRIBUTIONS
• Make a list of the ways you could make a difference.
• How could you contribute best to your family, your friends, your business, your community and the world?
IDENTIFY CONTRIBUTIONS My family: 1. To be a leader in terms of personal outlook, compassion for others, and maintaining an ethical code
2. To be a good mother and a loving wife; to leave the world a bener place for my children and their children.
My employer or future employers: 1. To lead by example and demonstrate how innova<ve and problem-‐solving person I could be
2. I can be both successful in terms of solving a problem and successful in terms of profitability and revenue genera<on for the organiza<on.
IDENTIFY CONTRIBUTIONS
My friends: to always have a hand held out for my friends; for them to know they can always come to me with any problem.
My community: to use my talents in such a way as to give back to my community.
The world in general: develop products and services that help people achieve what they want in life. To have a las<ng impact on the way people live their lives.
5. COMPOSE THE MISSION STATEMENT
Write a mission statement based on what you have learned through the above exercises.
It should incorporate your roles and goals, and be specific as to what you want to be character-‐wise and what you want to accomplish.
It may take days or even months to write a strong mission statement and even aYer it is done, it should be consulted regularly and revised as necessary.
STEP III
HOW TO
DEVELOP PERSONAL GOALS
DEVELOPING YOUR GOALS
"People with goals succeed because they know where they are going.”
Earl Nigh0ngale
THE POWER OF GOAL SETTING: WELCOME TO THE TOP 3%
• A famous Yale University study conducted in 1953 revealed that only 3% of all gradua<ng seniors had wrinen goals and plans on how to achieve them.
• In the study of these Yale graduates, they found that the those 3 % who were goal seners, earned more money than the en<re other 97% combined.
Napoleon Hills, in his work,
The Dynamic Laws of Success,
interviewed the most successful people
found that the common thread among these
high achievers is goal sebng.
M VALUES
PERSONAL
HEALTH
COMMUNITY
FAMILY
FRIENDS
CAREER
SPIRITUAL
FINANCIAL
RECREATION
HOUSEHOLD
MISSION
"Values lay the groundwork for your goals; Goals lead to the fulfillment of your mission; Your mission leads to the realiza<on of your life's work — your legacy."
-‐Gary Ryan Blair
TEN GOAL-‐SETTING AREAS OF LIFE
• One of the great strengths of The Personal Development Planning Model is that it offers you the flexibility to explore and set goals in different cri<cal areas of your life.
• This can be achieved at your own pace and one area at a <me.
• These ten cri<cal areas reflect the roles we play in various facets of our lives:
THE BEST GOALS ARE CONSISTENT WITH YOUR PERSONAL MISSION
• The best goals are consistent with your personal mission.
• Goals serve us by organizing our ac<ons and by giving them meaning.
• When we sense that our ac<ons bring meaningful results, we have greater incen<ve to perform those ac<ons.
• Our mission provides the purpose for our goals and ac<ons, and goals that are backed by a sense of mission tend to be both more sa<sfying & mo<va<ng.
GOALS DEFINE WHAT WE WANT TO ACHIEVE WITHIN EACH ROLE
• Roles are more specific than our mission, but they s<ll are not specific enough to let us make clear plans.
• We need to take another step, this <me breaking our roles into goals.
• We do this by asking, "What do I want to accomplish within this role?“
• From these goals we can create specific ac<on plans that will help us succeed in our roles and fulfill our mission.
GOALS DEFINE WHAT WE WANT TO ACHIEVE WITHIN EACH ROLE
• We create specific results that we want to accomplish at specific <mes.
• These goals become the basis for our weekly and daily planning.
• Goals are the building blocks of our mission and our roles.
10 CRITICAL AREAS OF YOUR LIFE WHAT ARE THE THINGS YOU VALUE MOST?
1. Personal Development 2. Health
3. Family 4. Friends
5. Community 6. Career 7. Financial
8. Recrea<on 9. Home
10. Spiritual
TEN GOAL SETTING AREAS OF LIFE
1. Personal Development -‐ Con<nuing learning, building skills and abili<es, personal growth, etc.
2. Health & Fitness: Anything related to your general health and well-‐being including nutri<on, exercise and physical appearance.
3. Family: Your rela<onship with your spouse, children and extended family.
4. Friends: Close friends and general acquaintances.
TEN GOAL SETTING AREAS OF YOUR LIFE 5. Community: Your community involvement and services to others.
6. Career: Work and related learning and job skills.
7. Financial: Financial responsibili<es, security, inves<ng, and wealth.
8. Recrea<onal ac<vi<es: Relaxa<on, hobbies, vaca<ons, adventures.
9. Home: Related to your home environment.
10. Spiritual: medita<on, relaxa<on exercises, stepping back
1. PERSONAL DEVELOPMENT
The "Personal" category will help you to focus on and to develop goals to improve yourself:
Improving your self-‐image, enhancing crea<ve and intellectual abili<es, and shiYing your abtudes toward the posi<ve.
You are responsible for your own personal development.
• The single best investment any of us can ever make is in our own personal growth and development.
• The accumula<on of knowledge and the development of success characteris<cs means everything to your future.
• Some sample goals 1. Join a book club.
2. Challenge myself to leave a comfort zone.
3. Pay a compliment to someone each day.
2. HEALTH The "Health" category will help you to focus on and to develop goals related to diet, fitness, addic<ons, and physical appearance.
Your body impacts everything you do so it is impera<ve that you take good care of it through proper nourishment, exercise and rest. Some sample goals:
1. Exercise at least 5 days a week.
2. Schedule biannual dental examina<ons and cleanings.
3. Stop unhealthy snacking aYer dinner.
3. FAMILY The "Family" category will help you to focus on and to develop goals related to strengthening and enhancing your rela<onships with your spouse, children, siblings, and parents.
Family is the emo<onal core of our lives. You should make constant deposits into everyone's emo<onal bank account thus avoiding emo<onal bankruptcy. Some sample goals:
1. Plan for family mee<ngs.
2. Read to my children for at least 15 minutes every night.
3. Call my extended family members at least monthly.
4. FRIENDSHIP The "Friendship" category will help you to focus on and to develop goals related to deepening and balancing rela<onships with old friends and to building new friendships.
Surround yourself with nourishing friends. Share yourself with them and let them share themselves with you. Some sample goals:
1. Invite a single-‐parent friend and his/her children over for an evening meal.
2. Make arrangements to spend a day with a friend we didn’t see each other for a while.
3. Make plans to invite friends for a dinner once a month.
5. COMMUNITY
The "Community" category will help you to focus on and to develop goals related to your social responsibili<es to local and global communi<es.
The defini<on of a life well-‐lived must include a commitment to serving others. Some sample goals:
1. Collect household items to donate to service organiza<ons once-‐a-‐month.
2. Volunteer at a local service organiza<on.
3. At least once a week call an older community member to offer some help.
6. CAREER The "Career" category will help you to focus on and to develop goals related to your career.
Regardless of career choices, your overriding quest must include developing a reputa<on for excellence.
A sincere commitment to excellence is a noble goal which serves as a form of currency in the world marketplace. Some sample goals:
1. At least once a month anend a seminar or a workshop related to my career.
2. Accept an invita<on to take on grater responsibility in my professional associa<on.
3. Expand your network of professional contacts?
7. FINANCIAL The "Financial" category will help you to focus on and to develop goals related to your material wealth and sa<sfac<on.
Making money is the by-‐product, it should not become the sole objec<ve.
Money is part of our lives, therefore we must exercise wisdom in how we earn, save, invest, and spend it. Some sample goals:
1. Put aside at least 10% of my income as a saving.
2. Purchase disability income protec<on insurance.
3. Purchase a $100 savings bond for each child every month.
8. RECREATION The "Recrea<on" category will help you to focus on and to develop goals related to adding new dimensions and fun to your lifestyle.
You must take good care of yourself allowing for rest, renewal and relaxa<on without feeling guilty. Some sample goals:
1. Spend at least once a week hiking in the mountains.
2. Purchase season <ckets to the local symphony orchestra series.
3. Plan for a vaca<on annually.
9. HOME The "Home" category will help you to focus on and to develop goals related to the maintenance, safety, and enhancement of what may well be your largest material investment.
Some sample goals:
1. Paint the interior or exterior of our home this summer.
2. Plant herbs and flowers in a window garden.
3. Remodel every year one area of the house.
10. SPIRITUAL
The "Spiritual" category will help you to focus on and to develop goals related to developing a God-‐centered life.
It focuses on building a bener rela<onship with God, understanding God’s message and purpose of life. Some sample goals:
1. Read Qur’an everyday for at least for 30 minutes.
2. Volunteer to teach religious educa<on classes for children.
3. Anend a weekly religious class or a discussion group.
STEP V
THE GOAL-‐SETTING PROCESS
GOAL SETTING
Goal-‐sebng is a process that helps you
become clear on what you want, make an acEon plan to help you get there,
launch into acEon, and persist un<l you reach your des<na<on or find a bener one.
Goal-‐sebng process that can significantly increase your probability of success and achieving what you want. Research shows a direct link between goal-‐sebng and
enhanced performance in business.
WHAT IS A GOAL?
• A goal is a well-‐defined target that gives you clarity, direcEon, moEvaEon, and focus.
• Goals are tools that help you in five main ways:
1. Make a posi<ve change in your life 2. Form a new habit or change an exis<ng habit
3. Improve or develop a skill, talent, or ability
4. Realize a dream or other important outcome 5. Improve your performance on a task or ac<vity
THE EVOLUTION OF A GOAL
• The birth of a goal begins in the mind and immediately takes shape when pen is put to paper.
• The goal progresses from thought to sketch, from sketch to ac<on, and finally from ac<on to achievement.
• The achievement of a goal is an exemplary tale of power, purpose, and poten<al.
FIVE REASONS TO SET GOALS:
1. GOALS CAN GIVE YOU A TARGET TO AIM FOR
• Dr. Maxwell Maltz, said that human beings have a built-‐in goal-‐seeking "success mechanism.”
• This success mechanism is constantly searching for ways to help us reach our targets and find answer to our problems.
FIVE REASONS TO SET GOALS
• According to Maltz, we work and feel bener when our success mechanism is fully engaged going aYer clear targets.
• All we have to do to use this mechanism is to give it a target.
• Goals provide your success mechanism with clear targets of your own choosing based on what is most important to you.
2. GOALS CAN HELP YOU CONCENTRATE YOUR TIME AND EFFORT
• One important reason goal-‐seners achieve such outstanding results is that they have learned how to focus and concentrate their <me, energy, and resources on a single objec<ve.
• Their concentrated power can produce results that are much greater than the unfocused energy many people have.
GOALS CAN HELP YOU CONCENTRATE YOUR TIME AND EFFORT
• One major challenge we are facing today is that there are many things available for us to do than anyone could possibly anempt.
• It is very easy to diffuse our <me and energy with many different aimless distrac<ons.
• Goals provide a way to focus and concentrate your <me and energy into carefully chosen targets that are designed to make significant posi<ve impacts in your life.
3. GOALS CAN PROVIDE MOTIVATION, PERSISTENCE AND DESIRE
• Most significant accomplishments are accompanied by obstacles, struggles, and failures.
• It is es<mated that Thomas Edison failed over one thousand <mes before he finally discovered a way to make the light bulb work.
• It is very rare for something important to be accomplished successfully on the very first try.
3. GOALS CAN PROVIDE MOTIVATION, PERSISTENCE AND DESIRE
• If you want to achieve anything significant, it is likely that you will struggle and fail many <mes before you finally reach your target.
• High achievers keep picking themselves up aYer each fall and con<nue working steadily toward their targets un<l they finally reach their goal.
• Struggle and failure are oYen part of the price you have to pay for high achievement.
4. GOALS CAN HELP YOU ESTABLISH PRIORITIES
• You will find many obstacles in the road between where you are now and where you want to be.
• Instead of just going with the flow and lebng the "current" or other people's interests determine where you end up, you have to consciously decide which way to go.
• Goals, missions, visions provide a natural framework to help you iden<fy and establish your priori<es and make the "right" choices based on the long-‐term view of what is most important to you.
5. GOALS CAN PROVIDE A ROADMAP
• Goals can provide a roadmap to take you from where you are to where you want to be.
• A well craYed strategy with an accompanying set of intermediate goals provides a framework to reach far away targets.
• Your intermediate goals give you valuable feedback: they tell you whether you are making progress or not, and can warn you if you are gebng further away from progress.
• In almost any endeavor, you will need to make adjustments to your plans and overall strategy as you learn from your mistakes, face and overcome obstacles, and experience unexpected setbacks.
SETTING GOALS Are you being “S M A R T” about your goals?
• S Specific & Significant
• M Measurable, Mo<va<onal, Methodical & Meaningful
• A Ac<on-‐oriented & Achievable
• R Responsible, Realis<c & Relevant
• T Time-‐bound & Tangible
SMART GOALS
• A common acronym in goal sebng is SMART goals.
• The SMART acronym is used to describe what experts consider to be "good" goal statements because they contain most of the essen<al ingredients.
• The SMART acronym itself has several different varia<ons depending on who you ask. However, it is useful to look at all of them because it provides a well-‐rounded goal statement.
SIGNIFICANT
Significant goals are the ones that will make a posi<ve difference in your life.
If a goal is not significant, why are you even contempla<ng it? Is it really your goal?
MEASURABLE
• There is an old saying that says "what gets measured gets done.”
• Making your goal measurable helps you see your progress, recognize if you are moving in the right direc<on, and see how far you s<ll need to go.
• Some types of goals, like saving a certain amount of money each month, or reading 100 pages per week, are very easy to measure, while other goals are harder to measure concretely.
• For example, if your goal is to improve your rela<onship with your spouse, how do you measure it?
• Focus your goal on specific ac<ons you can take that will help you achieve your overall objec<ve.
• For example, if you want to improve your rela<onship, your goal might be to prac<ce the "4 small steps to a bener rela<onship" every day. This is something that you can easily measure.
MOTIVATIONAL
• Goals need to be mo<va<onal. They need to inspire you to take ac<on and make progress.
• One of the best ways to make goals mo<va<onal is to ask yourself why you want to achieve it.
METHODICAL
• Methodical means that you need to think about a strategy for how you are going to accomplish your goal.
• You don't need to know all the details at first, just start with a general plan.
MEANINGFUL
• Your goals should be meaningful to you.
• This ensures that they are really your goals, rather than your parent's goals, or society's goals.
ACHIEVABLE & ACTION ORIENTED
Achievable:
• This means that you can have a reasonable expecta<on of achieving these goals
AcEon-‐Oriented:
• This means your goal should focus on ac<ons you can take that are in your direct control.
• It is OK to have goals whose outcome you cannot directly control, as long as you are clear about the ac<ons you need to take to do your part in the process.
REALISTIC
• RealisEc: means that the ac<ons associated with your goal are things that you can do.
• For example, if your goal requires you to spend 3 hours at the gym each day, that may not be a very realis<c assump<on given your present situa<on and lifestyle.
• Relevance: Good goals are relevant to you and to your life. Relevant goals are meaningful and significant, they can make a difference in your life.
TIME-‐BOUND • Establishing a clear deadline for goals adds an element of urgency
and mo<va<on.
• Trackable: All goals should be trackable so you can see what your progress is, either in terms of results you are experiencing, or ac<ons you are taking.
• Tracking your goals helps you determine if you are going in the right direc<on and make any necessary adjustments along the way.
• The best SMART goals are focused, specific, short-‐term targets that involve things that are under your direct control.
Why do so many people who realize
that the key to success is sebng goals
s<ll do not set and work toward clear goals?
OBSTACLES TO SUCCESS SIX REASONS WE FAIL
1. Taking Ac:on Without Planning: When it comes to goals, impulsiveness is the key to regret. Considerable thought must be given to the ends as well as the means of your strategy.
2. Planning Without Taking Ac:on: Endless prepara<on is worse than ac<on without planning. Accept that things will never be perfect. Ques<ons will forever exist. Plan well and launch!
3. Unrealis:c Timeframes and Expecta:ons: Life is a process, not an event. Nothing great was ever built easily. Exercise wisdom and learn to be pa<ent.
4. Why you want to achieve a goal: Before taking ac<on on anything it is important to ask yourself this key ques<on. "Why do I want to achieve this goal?”
5. Conflic:ng Values: When we have not clarified our reasons why or defined what success means to us personally, we operate on someone else’s defini<on.
6. Lack of Focus: Success demands focus. It is the hallmark of all truly great people. Your ability to get and remain focused or lack there of is perhaps the key determinant of your success.
TOP SIX REASONS PEOPLE DO NOT SET GOALS
• Experts es<mate that only 5-‐10% of people bother to think about their goals regularly
• Among those people only 1% to 3% have clear wrinen goals.
• If goal sebng is such a powerful tool, why don't more people use it?
1. LACK OF PURPOSE
• Goals can help you get what you want, but they won't help you figure out what that purpose is!
• You have to be clear about what you really want before you can use goals to help you obtain it.
2. NOT REALIZING THE POWER OF GOAL-‐ SETTING
• People don't realize the power and value of goal-‐sebng as a tool for success and high achievement.
• It is likely that they were never introduced to goal-‐sebng. This kind of planning is not something usually taught in our organiza<on system.
3. NOT KNOWING HOW TO SET GOALS
• Many people think they have goals, but what they really have are just wishes.
• Others say that they tried goal-‐sebng and concluded that it doesn't work.
• People almost never write them down or prepare a plan for achieving them.
• Goal-‐sebng is a tool that helps you achieve what you want step-‐by-‐step.
4. FEAR
• Fear is a powerful emo<on that can help us in many circumstances, but can also be destruc<ve and paralyzing.
• Goal sebng oYen requires us to overcome several deep-‐rooted fears:
• Fear of failure
• Fear of rejec<on
• Fear of the unknown
5. A BUSY & UNORGANIZED LIFESTYLE
• A common reason people don't set goals is that they are too busy and unorganized to even consider taking on new challenges.
• They come up with excuse aYer excuse of why they cannot set goals right now.
• One common excuse is, "I'll set goals someday when things senle down a bit and I get more <me."
• They never end up finding the <me. You have to make Eme for sejng goals.
6. THEY GET OVERWHELMED • Many people get inspired to try goal sebng because they read about it or hear it
on the news. They want to be more successful and achieve bener results, and they understand that goal sebng can help them.
• A large number of them fall into a common trap that quickly leads to overwhelm and frustra<on, and they oYen end up abandoning goal sebng before they even get started.
• You have to start small and gradually build up. New goal seners should limit themselves to only few goals that they can pursue.
• Eventually, most people can simultaneously pursue one or two large goals in every important part of their life without feeling overwhelmed.
• In almost any endeavor, you will need to make adjustments to your plans and overall strategy as you learn from your mistakes, face and overcome obstacles, and experience unexpected setbacks.
• Your strategy will also need to change and adapt based on the situa<ons and circumstances you experience.
10 STEPS TO ACHIEVING ANY GOAL
1. Write It Down: Goals are specific, measurable, and <me-‐sensi<ve. Write your goals so that they reflect all three components.
2. List Your Personal Benefits: Iden<fy exactly "Why" you want to achieve this goal
3. Analyze Your Current PosiEon: Iden<fy exactly your specific strengths, weaknesses, and opportuni<es as they relate to achieving this goal.
4. IdenEfy Obstacles and Risks: List everything that could possibly prevent you from achieving this goal.
5. IdenEfy Investments and Sacrifices: List everything-‐ <me, money, and sacrifices-‐ that you can an<cipate.
6. Knowledge Requirements: Iden<fy what addi<onal knowledge you need to acquire or have access to.
7. Support Team: List the people, groups, and networks.
8. Develop Your Plan: List each ac<vity and their corresponding target dates for comple<on. Use all the informa<on gathered in previous steps to develop your plan.
9. Set a Deadline: Determine a reasonable deadline.
10. Reward and Celebrate: Iden<fy your reward for the achievement of this goal.
GOOD LUCK IN DETERMINING AND SETTING YOUR GOALS AND MISSION STATEMENTS!
Please contact us at: www.meritcenter.org
