There is an invisible wall in the business world. It’s the wall between management and leadership; being a good manager and becoming a great leader.
People can spend an entire career and never break through that wall. The wall is not about equal opportunity, hiring practices, promotion or selection. Nor is it about gender or age.
No, this wall is about moving from Management to Leadership.
The Entrepreneur’s Conundrum
The easiest way to explain this wall is to start with an entrepreneur. A solo-preneur; the person who thinks he/she has an idea and wants to start a business.
Let’s say our hero gets some funding and launches the business. In no time, the business starts to make sales and grow.
Pretty soon the owner needs to hire people to help fill all the orders, make more widgets, or whatever they are doing. They need more people.
Now they have a team running. The first experience is to manage the process. The owner has to show everyone how to do or make the things you meant to do in the business.
Your idea as the entrepreneur has to get communicated, trained and shared with others to let the business grow.
As the Manager, you track the numbers, make the deposits and pay for expenses.
Things seem to be going OK. You survived the start-up phase.
As the business grows, you have to grow with it. More resources, bigger payrolls, larger space, etc.
But the owner seldom thinks about growing their own ability to manage the business. The thinking goes something like this.
“What I did before got us here, I’ll do more of that, and we’ll be fine.”
That works for a little while longer, but the business still keeps growing.
Now it’s become a full-sized enterprise with layers of management, division of teams for specialized skills, and other expanding roles.
The Thirst for Leadership
Somewhere in between that expansion phase and the enterprise phase, the Invisible Wall takes shape. As the company grows, so does the wall.
What used to be decent management starts to have problems. The old ways to push people and materials don’t work anymore.
It’s not the people or the business, it’s the owner’s capacity to lead that is crumbling.
This new entity that is the company is hungry for leadership. Not more management, but bona fide leadership.
Leadership has to step in and take over.
As Monte Pendleton, Silver Fox Advisor, and founding member states “There is no particular time table for these stages. But the ending of Stage 1 usually becomes apparent when the requisite managerial skills begin to change. The very personality, skills, and capabilities that allowed you to succeed as a Stage 1 entrepreneur or start-up owner/operator, now become detrimental to you in the latter stages.”
When the wall becomes apparent, you have some choices to consider.
First, you could decide to quit growing; stay the size you are, and keep doing the same things.
Or, you can choose to modify your management style and press on toward the next phase. Hire a coach or an advisor to guide you through the changes needed to break through the wall.
Lastly, you might choose to replace yourself with someone who has better leadership skills and experience, allowing you to revert to the core talent and gifts/specialties you started with.
If all else fails, sell the business at its then market value and go fishing. (I digress).
I dedicate my coaching practice to owners and executives who are right at the wall.
There are senior managers everywhere who still need to embrace the reality of the presence of the wall.
Believe it or not, a wall always exists between the stage of the business unit you run and your ability to lead.
I’ve said it many times before, a good manager can have a long and successful career never being more than a manager. Turn the screws, meet the deadlines, ship those deliverables and do it through strong management skills; these can be a nice career.
However, for the good of the growth of the enterprise, you need to become a leader. If you already know something about leadership, be a better leader.
Monte states “Leadership is the ability to cause others to take action even when the action is outside their comfort zone.”
Dave Guerra in his book “Superperforming” says “Management is about process and leadership is about people.”
I love that explanation. So true.
Think about your situation right now. It doesn’t matter whether you own the business or run a large team/division inside one. Ask yourself, “where is my wall?”
Question: Have you broken through the wall, realizing the need for leadership over management?
Whether you’re interested in goal setting tips for you, your business, or to gain a deeper understanding of goal setting to help your clients, this SMART goal setting & Action Planning GUIDE can help.
Starting with an overview of the SMART Acronym and a helpful SMART graphic, this guide goes deeply into each element of SMART goal setting. It includes examples and more to help both you and your clients set well-rounded and SMART Goals and Actions!
So, What is a SMART Goal?
A SMART Goal is simply a goal where the SMART criteria have been met. SMART goals are Specific, Measurable, Actionable, Realistic and Timebound. A SMART goal is also easier to achieve, and track progress for, because it’s well-rounded and clearly defined.
SMART Goals Stand For:
Specific (being clear and specific makes goals and actions easier to achieve – and start!)
Measurable (helps you know when a goal or action is complete and measure progress)
Actionable (ensures you have direct control over the actions needed to achieve the goal)
Realistic (avoid overwhelm and unnecessary stress and frustration by making the goal realistic)
Timebound (helps us stay focused and motivated, inspiring us with a date to work towards)
SMART Acronym Graphic
A Little SMART History
The SMART Goals acronym began as a set of criteria for management to set better goals within organizations. But the SMART acronym is so powerful (and catchy) that it began to be used in personal goal setting too.
When were SMART Goals created?
The first reference to SMART Goals (according to Wikipedia) is in 1981 in a magazine called Management Review.
Who created SMART Goals?
George T. Doran is the creator or SMART Goals. He wrote a paper: There’s a S.M.A.R.T. way to write management’s goals and objectives. In this paper he discussed the challenges of documenting goals and objectives for management within organizations. Of interest to coaches is that George believed it was the goal combined with the action plan that was most important. In this paper George T. Doran’s SMART Acronym was:
Assignable – identify who will do it
Interestingly, the A (Assignable in George’s acronym above) is the only letter that has substantially changed in the switchover to personal goal setting. In personal goal setting “Assignable” doesn’t make sense as the goal is already assigned. And because taking action is so important, I have chosen A – Actionable as the replacement A in the SMART criteria.
Variations on the SMART Criteria There are many minor variations on the SMART criteria. The “Specific” and “Measurable” criteria are almost always consistently used, while the “A” and “R” may vary. The “T” is usually some version of timebound.
Some other SMART Criteria examples include: Other A’s – Assignable (original definition for use in setting management objectives), Achievable, Attainable, Agreed, Action-oriented, Ambitious, Aligned with corporate goals. Other R’s – Relevant, Resourced, Reasonable, Results-based. Other T’s – Time-related, Time-limited, Time-based, Time-oriented, Timely, Time-sensitive.
SMART Goal Setting
SMART goal setting is an art! We start with a vision or an idea and gradually refine it, making it more specific and measurable so that it becomes a goal we can take action on. A coach sits on the outside asking questions to help the client refine and hone their ideas so that their goals become actionable, achievable – and SMART!
How to Set SMART Goals Example All too often people set goals that are not SMART. Here is an example of how you might take a non-SMART Goal and make it SMART.
Starting Non-SMART Goal: Get more sales!
Consider: With the goal Get more sales, how would you know when you’ve achieved that goal? How would you measure progress/know you’re on track? Where would you start?
Let’s look at how the SMART criteria can help: Make it Specific – Double the sales of my healthy eating eBook.
Make it Measurable – Increase the gross annual revenue from my healthy eating eBook from $10,000 to $100,000. We have added a $ amount and made it clear we are measuring gross revenue. This allows us to break down the goal and track progress.
Ensure it is Actionable and within your control. One way to do this is to think about specific actions you could take that will directly impact the goal. Here are 4 example actions within your control: 1. Create a new, more exciting front cover. 2. Create a marketing action plan. 3. Ask 25 people to read and review it on Amazon. 4. Increase the price from $9.95 to $12.95.
Make it Realistic – Increase the revenue from my health eBook from $10,000 to $25,000 (reduce the amount to make it more realistic and achievable).
Make it Timebound– I would like to complete this goal by October 31 of next year.
The Final SMART Goals Example now reads: Increase the gross annual revenue of my healthy eating eBook from $10,000 to $25,000 by October 31 next year.
TIP: Whilst SMART may seem like an acronym to follow one step at a time, as above, when you apply it you’ll find yourself jumping around. Be prepared to change your goal as you hone, refine, and understand it more deeply!
SMART goal setting is a process – and an art.
SMART Goals are Specific
Have you ever struggled to get started on a task because you don’t really understand what it is, or the task seems too big and fuzzy?
Well, you’re not alone! Many people struggle with getting started on their goals – simply because they haven’t made their goals specific enough.
But it’s well worth the effort: The more specific goals are, the easier they are to achieve! When we’re clear on what we want, it makes it easy to make decisions and take action because we know exactly what we’re trying to do.
I always wanted to be somebody, but I should have been more specific. Jane Wagner
How making goals SPECIFIC makes them EASIER to achieve:
TIP: SMART is not just for Goals! In order for you to be most effective both your goals and actions should be SMART. After all, actions are really just small goals!
SMART Goals are Measurable
How will you KNOW you’ve achieved your goal unless you can measure it?
If you can’t prove you’ve completed the goal then it’s not measurable – which means it’s not a SMART goal. Measurability is a very important part of making your goals specific.
SMART Goals Examples
If your goal is to “Get more people signed up for your newsletter”, how will you know you’ve succeeded unless you know where you are now, and what you’re aiming for? Instead, your goal could be to “Double your newsletter subscriber list from 250 to 500 people”. This also allows you to track progress and adjust your action plan if it looks like what you’re doing isn’t getting the results you need.
More SMART Goals Examples: Change “Follow-up with prospects” → “Phone 5 warm leads from last weekend’s workshop”. Change “Decrease my website bounce rate” → “Decrease my website bounce rate to 40%”. Change “Run more workshops this year” → “Run 3 free workshops and 3 paid workshops in the next 12 months”.
3 TIPS to Make Goals SMART – and Measurable
One way to find your measure is to ask “Why am I doing this? Why bother?”. This will help you identify why you’re doing it – and to identify the measures you need to be sure your goals are successfully completed.
Your measure could be a financial amount, a percentage increase or some kind of count. Note that for some goals and actions, the only measure is a “yes” or “no” to completion of the task. Ie. your new website is live, or you have registered your business name.
If you don’t know how to prove to someone that the goal is complete, then your goal measure is not specific enough. The “acid test” for measurability is to ask “How do I prove I’ve completed this goal?” So rather than “Create a new product” your measurable goal could be “The new product is available to buy on your website”. And rather than “Finish my book”, your measurable goal is “The final manuscript has been sent to the editor.” Clear – and provable!
Measurability is important for Actions too (actions are really just small goals!)
SMART Action Examples Change “Write an article” → “Write a 750 word article for LinkedIn on how to set boundaries with your boss”. Change “Follow-up with your prospects” → “Phone each of the prospects (from the free seminar I ran) by the end of Friday this week”. Change “Practice coaching” → “Ask 50 friends and family if you can give them a free coaching session (and book a time with those who say yes)”.
SMART Goals are Actionable
We can’t control fate – or other people. For a goal to be SMART it must be actionable by us, and within our control. Otherwise it’s not a goal, it’s a wish!
Actionable goals are those you can DO something about ie. where there are a number of actions – within your control – that lead to achievement of that goal.
SMART GOALS EXAMPLE: Your goal is not to “Get potential clients to see what you offer as excellent value” (you have no control over what people think of you), but to “Write a document that lists my unique selling points and the benefits of my service to potential clients”. This goal is now actionable.In addition, two follow-on actions could be, to “Add these selling points and benefits to the ‘Why coach with me?’ page on my website”. Another could be “Pick the 3 most powerful points and send them to my graphic designer to add to the back of my business card”.
Also Make Your Goals Action-oriented…
Making a goal action-oriented also encourages you to write ACTIVE and not passive goals.
SMART GOALS EXAMPLE: Your goal is not to “Have a giveaway with newsletter sign-up on your website” (this is vague and passive and while loosely actionable, it is not action-oriented and does not inspire action). But your goal could be to “Write a one page special report on 7 ways to take better care of our feelings and add it as the newsletter sign-up gift for your website”.
Even if you’re on the right track, you’ll get run over if you just sit there. James Allen
SMART Goals are Realistic
It’s important to feel GOOD about your goals. When we set ourselves a goal that’s out of our reach we often end up feeling overwhelmed, we self-judge, and sometimes we give up altogether. Truly SMART goals feel great!
This means it’s important to factor in existing commitments and lifestyle when setting goals. SMART goals and actions need to be challenging enough to inspire you. AND they need to be realistic enough that you believe you can achieve it. It’s all about setting yourself up for success.
4 TIPS to Make Goals SMART – and Realistic
POSSIBILITY: Is it physically possible to complete the Goal or Action in question? While stretch goals can be inspiring even if they’re unlikely – this is rarely true if they’re impossible!
CHUNKING DOWN: Struggling with a big action or goal? Break it down.
For Goals ask: “What would be a great stepping stone?”, “What goal could I set that would prepare me or give me knowledge or experience that will help me achieve this bigger goal?” and “What could I achieve in a month, 3 months or year that would get me closer to my dream?”
For Actions ask: “What could I start or spend a chunk of time on?” and “What would be an easy first step, preparation action, request for help or action to remove an obstacle?”. You can break out the first step into an action or set yourself a target of working on something for a chunk of time like 1 day or 3 hours
COMMITMENT: Make your action doable, ie. the right size so that you can commit to it 100%. NOTE: Commitment is important – although it doesn’t necessarily mean the goal or action will get done. Sometimes life gets in the way and opportunities or problems arise which prevent us from achieving what we set out to do. However, people CAN commit to achieving it.
SCORING: One way to check-in as to how Realistic your goal is, is to score how likely you feel you will achieve your goals (out of 10). If your score is LESS THAN 8:
Your goal or action may be TOO challenging or large.
You may not feel connected enough to WHY you’re doing it.
You may lack self-belief (which is an obstacle in itself)
There may be some other obstacles you haven’t fully acknowledged or addressed yet.
TOP TIP: When estimating, think carefully how long the action will realistically take.
This is because we tend to underestimate how long tasks will take, especially if we haven’t done it before.
A good rule of thumb (from my Project Management days) is to double your first thought of how long the action or goal will take. And if you haven’t done it before, try tripling or even quadrupling your estimate. It sounds extreme, but this is a great way to reduce stress – and surprisingly accurate.
Create a RANGE of Goal Achievement Levels
One way to make a goal realistic, is to create a RANGE of goal achievement levels. Having a goal completion RANGE is a great way to take the pressure off, while still inspiring yourself with a stretch goal.
Minimum – This should be relatively EASY to achieve. Set a level that is EASILY achievable this year. After all, life sometimes does throw unexpected things our way – positive opportunities, charming distractions and painful experiences!
Target – This is your IDEAL level. What would be a good level to aim for? What would be enough of a stretch to be interesting, but not so much of a stretch that you find yourself switching off or avoiding it?
Extraordinary – This is your STRETCH level! What would be amazing, brilliant, wonderful? Put in a measure here where you would say, “Wow, that is fabulous!” NOTE: Be sure that your measure here is POSSIBLE, even if it is not PROBABLE.
Goal RANGE Achievement EXAMPLES: The range you use could be DATES, for example: – Minimum level could be completed by – December 31 – Target level could be completed by – September 30 – Extraordinary level could be completed by – June 30Your range could also be NUMERIC – a $ amount, percent or a count. For example: – Minimum = 250 Facebook likes, 1 new client a month, $1000 in sales/month – Target = 500 Facebook likes, 3 new clients a month, $2000 in sales /month – Extraordinary = 750 or more Facebook likes, 5 new clients a month, $5000 in sales/month
If you have built castles in the air, your work need not be lost; that is where they should be. Now put foundations under them. Henry David Thoreau
SMART Goals are Timebound
WHY? SMART goals and actions are always Timebound ie. they have a date by when you plan to complete them. Without a date there’s less incentive to work toward our goals – what are we aiming at? We’re all so busy! How are we going to fit more activity into our lives? How do we know how to prioritise our activities unless we have a deadline to know this goal/action is important to us?
Also, an action plan to achieve a goal will be very different in terms of effort, solutions and help required if the deadline is a month from now, as compared to a deadline of one year from now. Setting a date allows people to work backwards and figure out an appropriate action plan.
A date also gives us the opportunity to visualise completion. It allows you to imagine that time in the future when you have completed it- and that helps you commit to the goal!
With annual goals we often have an automatic “deadline” of December 31. And sometimes a date is fixed or imposed on us, for example if we’re booked to deliver a workshop on a specific date. And sometimes we must choose a date, so we have something to aim at.
3 TIPS to Make Goals Timebound
Pick a date that inspires you, but that’s not so challenging that you feel overwhelmed.
Different dates may also represent the relative priority or urgency of different actions. Fore example, a goal or action with a completion date of March 31 is likely to be higher priority than a goal with a completion date of September 30.
For each goal, you can give yourself a RANGE of completion dates (Minimum, Target and Extraordinary) as detailed under the “Make it Realistic” above.
5 Final Tips to Be Smart about HOW We Set Our Goals
It’s not just about setting goals using the SMART criteria. We need to BE smart about our goals. Here are 5 final tips to help you and your clients both set – and achieve – your goals.
Work hard, but know when to rest. Forgive yourself – for what you don’t yet know, for your mistakes and what might get in the way.
Be kind to yourself! Know that we tend to over-estimate what’s achievable in a shorter time-frame, and under-estimate what we can achieve over a longer period.
Anytime the goal isn’t working for you, change the goal! The best goals flex when they need to.
Remember that SMART is for Actions too!
More important than hard work – determination and perseverance are essential qualities for achieving bigger goals! Keeping going when the going gets tough is what sets you apart from the crowd. These qualities also build self-confidence, resilience and make you proud of yourself!
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Goals can be fun and inspiring. What the SMART criteria do is help us clearly define our goals so they’re easier to get started. SMART also makes it easier to take action, stay motivated – and ultimately succeed!
I have always loved goal-setting – and SMART goal-setting in particular! So I hope this SMART Goal-Setting and Action Planning Guide helps you and your clients set smarter and more inspiring goals – and have more fun working towards them!
Finally, remember this:
GOALS are there to INSPIRE YOU, not to beat yourself up with! Now that’s SMART!
If you liked this article about SMART Goals, you may also like:
About the author: Emma-Louise Elsey is the CEO of Simplicity Life Coaching Ltd. (The Coaching Tools Company.com and Fierce Kindness.com are divisions of Simplicity Life Coaching Ltd.) She is a certified Life Coach, NLP practitioner, and recovering perfectionist who loves meditation, questions, quotes, creating coaching tools, and writing.
Since qualifying as a coach in 2004 she has worked with many successful professionals and business owners. For inspiration and to help you with your businesses, there are many more Free Coaching Tools & Templates including coaching questions, coaching exercises, business admin templates for new coaches and forms to help with your workshops.
Article (or Graphic) by Emma-Louise Elsey, professional life coach and founder of The Coaching Tools Company.com. Reprinted with permission from “The Launchpad” newsletter and blog – for people who love coaching. Get more helpful articles for coaches, coaching tips, free resources, and more. Visit The Coaching Tools Company [link to the original article] to learn more.
We live in a crazy, busy world. That won’t be a surprise to anyone. The at-home quarantine for COVID-19 have even increased the load on workers and families everywhere.
Your day gets crammed with to-do list items that feel overwhelming. What can you do?
If you’re like most people I know, (myself included) you want to get it ALL done. But how do you decide what gets done first and what can wait?
In the face of this global crisis, turning to some old-school thinking just might help you.
Prior to becoming the President of the United States, Dwight Eisenhower served as the Allied Forces Supreme Commander during WWII. As a general officer, Eisenhower was faced with daunting decisions concerning the tasks he needed to focus on every day. This led him to create a principle that can help us priorities our tasks by looking at whether something is urgent and important.
I like to call these things that are both important and urgent your “big rocks”. These are the must win items to get done.
Many of my clients admit that the big rocks can get pushed aside in favor of clearing out a bunch of smaller things. There’s a flaw in that idea though. Fill your day with a bunch of little things like those 135 emails, and your day will be gone before anything got done on the big rock.
The things you know you need to do first can be put aside because of perfectionist tendencies. The thinking sounds like this, “I know this is big. I am not prepared to make it perfect, so I am going to wait.”
Perfect is the enemy of good.
Get busy on those Big Rocks, now!
Box 2: Decide When
Box 2 items are important but not urgent. So what they need is a decision about when.
Items placed in box 2 can have life changing impact; remember they ARE important. Yet you have time to decide when they get done.
Here’s where we need to talk about urgent versus important. People often associate urgent matters with being important, which is not always true.
There are many examples of Box 2 items. Getting another degree can be very important to your career advancement, but does it have to be done right now? Exercising is important for health, but you can schedule the right amount of exercise.
Box 3: Delegate It
Have you ever spent time doing something you thought was so urgent and important, but when it was done you realized it was not?
If so, congrats. You are in great company.
For Box 3 it is important to learn when and how to delegate things. If you lead a team, you have resources. You can salvage your time in favor of letting others do these particular tasks.
If you are in the middle of working on a big rock (Box #1) and the phone rings. You don’t have to answer it. If you see who called, ask a team member to return the call and find out what is happening.
Box 4: Delete It
You want to avoid many of Box 4 items. Examples are playing video games, watching old TV shows. Any mindless web browsing may be a Box 4 item.
You need time to invest in working boxes 1 and 2. The more time you free up by simply deleting things, the more productive you will become.
OK, yes, we need “downtime” to unwind and relax. Take that time. But watch yourself for wasted time doing very unnecessary things. That junk email doesn’t even need to be opened. Just delete it.
Procrastination and the Eisenhower Grid
As I mentioned earlier, procrastination can get you confused about this grid. Sometimes it’s easy to make distinctions between your tasks, other times not so much.
Everything you have in front of you does not fit in one of the boxes. The reality is that all things do fit somewhere, just not in the same box.
Picking up that gallon of milk has to wait while you find your car keys. There is a logical order to things.
For procrastinators, while you wrestle with box 1 and 2 things, you fill your day acting on things in boxes 3 and 4. Ultimately, you feel a sense of missed opportunity.
Here’s How to Use the Grid to See If YOU are Procrastinating
To see if you are spending the bulk of your time in the first two quadrants, do a one-week assessment. To do this, make six copies of a blank grid, and use one grid per day, listing the tasks you accomplished or the activities you did, and the time spent on each thing.
When all of the grids are full, combine the Monday-Friday data onto your sixth summary grid and calculate how much time you spent in each grid, then break those numbers down into percentages.
Evaluate how effectively you spent your time and whether your process needs to be reorganized.
The word for today is accountability. It’s an elusive yet powerful tool for your leadership toolbox.
As a young manager, I don’t think I ever thought specifically about accountability. Sure, there were deadlines and goals, but as my teams reached those, seldom, if ever, did I include intentional accountability.
It was later in my career that I discovered the incredible power of accountability. I was invited to join a men’s mastermind group. At each meeting, we shared the truth about where we stood with important areas of our life. We banded together to hold each other accountable for accomplishing the growth and change we each desired.
During the following several years, the collective outcome from that group enriched lives, expanded businesses, and strengthened families. Powerful indeed!
Here are three, very important ways accountability impacts you and those around you.
It Starts with You
The leader must set the tone, communicate the vision, and establish expectations. “Inspect what you expect” is a wise old saying. Once you establish the expectations, you have to monitor the progress.
Team members failing to meet expectations must be called to accountability.
But accountability isn’t punitive. It’s responsible.
Accountability gives the team the sense of “I’ve got your back.” If the leader sets that tone, then it is much easier for others to follow.
Leaders can demonstrate accountability by being accountable to the team. Let them know when hurdles are met, but also when they are missed. Which hurdles? YOUR hurdles.
Acknowledge when you need to stand up to something that has slipped or fallen behind; i.e. below standard. Call yourself out for that and let the team know you’re serious about meeting those expectations yourself.
Your Teams Want It
Yes, it’s true. People inherently know whether they have met the mark or not.
Among your best performers, they are looking for that small margin of gain which they truly believe is there. Despite how gifted and talented your team may be, the best performers know there is more that can be achieved.
If you, as their leader, ignore this margin, your action (by avoiding the subject) becomes a disincentive to your best performers. You’ll lose their respect.
It would be like you denying them one element of what it takes to build job satisfaction.
For your workers who are already on the cusp of performance, they too know they should be doing more. If you ignore this part of accountability with them, then they will slide further away from the desired performance.
Your Peers Expect It
In every 360 review I’ve ever been a part of, there is a mention from the peer raters that the subject person needs to do something with accountability.
Either they need to see it across the organization or within the team. Simply put, accountability is at a premium regardless of your position in the organization.
When you ask a sister department for support, they know they should be accountable. If you don’t manage that expectation, you will lose face with your peers too.
What About the Servant Leader
When I coach clients in the area of accountability, the ones who rate high on the servant leadership scale are often soft on accountability.
Consciously or unconsciously they feel enforcing accountability will detract from their collaborative leadership approach. They err on the side of letting people figure things out for themselves i.e. the “less than” performance issues.
For all the reasons cited above, even the best servant leader needs to hold people accountable. And the great ones do.
Set Goals That Are Measurable
Be sure your expectations have measurable attributes to gauge the “wins”. What does success look like? Think about that as you plot the strategy for your team. Then clearly communicate your view of success.
Define it for the team. That way, you have a clear goal by which you can hold others accountable.
Leading Your Team’s Accountability
Finding the right tools to lead your team’s accountability is not hard. For the leader, accountability is about setting the expectations, then following up on them.
With Big 5, you and your team establish five things you want to accomplish during the month. At the end of the month, you report on those five and set a new five for the next month. Right at the start of the new month, you sit with each of your team members and review the report; aligning expectations and talking about results.
That is great accountability.
The report is simple but elegant in nature. Using Big 5, you are always on the same page with your team. It’s a great coaching tool for you, as a leader, to implement for your team.
Let me stress Big 5 is not a “big” report. It’s a one-line summary of each task you decide is a priority. Many of my clients administer it using email between the manager and the employee. (Although there is a cloud-based app to get it done).
Using a tool like Big 5 can increase clarity on the expectations and deliver regular accountability for everyone on your team.
Leave a comment. Tell us the approach you have used to hold your team and yourself accountable.
When you feel distracted or unproductive, the first thing
you might think about is focus; as in “I need to get focused.”
This conjures ideas of laser-centered attention to one thing. Actually, you may have the idea of focus all wrong.
Dr. Jim Taylor writes in Psychology Today:
“Let me introduce a term and
then I’ll define focus for you. Attentional field is everything
inside of you, such as thoughts, emotions, and physical responses, and
everything outside of you, including sights and sounds, on which you could
Focus is the ability to
attend to internal and external cues in your attentional field.
Further, he states, Prime focus involves focusing only on performance-relevant cues in your attentional field. In other words, only focusing on cues that help you to perform your best.
Depending on the sport,
performance-relevant cues can include technique, tactics, your opponent, the
score, time remaining, and many other cues. Prime focus gives you the ability
to adjust your focus internally and externally as needed during the course of
The ability to properly
focus on the right cues is what builds greater performance, not just centering
on one thing.
The cues come at us in many
different ways, so you must understand your focus style.
Again citing Dr. Taylor, “a
focus style is a preference for paying attention to certain cues. Athletes tend to be more
comfortable focusing on some cues and avoid or don’t pay attention to other
Every athlete has a dominant
style that impacts all aspects of their sports performance. This dominant style
will surface most noticeably when they’re under pressure. The two types of
focus styles are internal and external.
Internal focus style. Athletes with an internal focus style perform best when they’re totally and consistently focused on their sport during a practice session or a competition. They need to keep their focus narrow, thinking only about their sport.
These athletes tend to be easily distracted by activity in their immediate surroundings. If they broaden their focus and take their mind off their sport, for example, if they talk about non-sport topics with their coach during practice, they’ll become distracted and will have trouble narrowing their focus back onto their sport.
External focus style. Athletes with an external focus style perform best when they only focus on their sport when they’re about to begin a drill in practice or begin a competition.
all other times, it is best for them to broaden their focus and take their mind
off their sport. These athletes have a tendency to think too much, become
negative and critical, and experience competitive anxiety. For these athletes,
it’s essential that they take their focus away from their sport when they’re
not actually performing.”
In the business world, we need to focus in much the same way as the athlete. There are internal factors and external factors in constant movement within and around us. The best focus is not merely getting locked in on one thing or one objective, but rather the ability to grasp multiple things in better contrast.
the key elements that are needed to achieve the best outcome require this
multi-layered ability to focus, sifting everything in your attentional field to
identify the right parts.
As a simple example, think about driving on a long highway. When we stare at the centerline of the road, we get hypnotized.
How often have you snapped out of that trance and thought to yourself, “Wow, how long have I been doing that?”
your motor skills may have sustained you during that trance, but you certainly
were not at your peak performance despite the intense focus.
on the Right Things
Running your business is much the same way. Your effectiveness as a leader is not just about your internal values and motivations. You must connect externally, taking in information and relating to the people around you.
By focusing on the things that matter most, you are not giving attention to one thing, you are assembling the right things to make the most of your current situation.
The following is shared by permission from a dear friend, fellow coach, and down-right classy human being, David Norris.
I hope you find this to be of value to you today. David writes:
I recently posted this quote on several social media platforms and received a number of requests to translate and explain further.
Consciously or unconsciously, we are all driven to grow. We see a future that we want to live in, and we are either able to intentionally get there, or we cannot.
A major determinant of whether you will get there or not is simply that you actually believe that you can.
We carry around a huge amount of personal baggage from our past experiences that inform our attitudes about the future. In many cases, we develop a sense of learned helplessness that causes us to believe that we will never be able to get the future we want.
This self-defeating logic is reinforced by our own inaction toward overcoming this baggage from our past. It becomes a pattern. We get used to not getting what we want. We come to believe that it’s normal and simply the way things are.
Before we can overcome these issues, we have to understand what they are. This is by no means an all-encompassing list of issues that characterize bad past experiences that can prevent you from realizing your own ability to move toward your desired future, but if you recognize yourself in any of these, it’s time to get to work.
You have historically associated closely with, and strongly feel a part of a group of people who are not finding success in love, life or work.
You have been so focused on simply getting by that you felt like you were unable to actually learn new ways to be better.
You were brought up in a religious tradition or other circumstance that instilled you with strong feelings of guilt and shame but never focused on positive qualities like love, intimacy, vulnerability, and learning.
All of your past relationships have caused tremendous pain and ended badly, leading you to believe that is simply an inherent quality of all relationships.
You have plateaued when pursuing your goals, and you come to believe that you are simply not the kind of person who is capable of achieving the success you want, incapable of understanding why others are able to reach their goals.
You have believed that you are just not trying hard enough when it comes to your goals, and later when you do try to commit stronger to achieving your goals with the same mindset and more effort, you expect things to turn out differently.
You associate change primarily with things turning out badly. Therefore change is scary and something to be avoided. You may not be happy with the way things have been, but they could likely be much worse.
What these dilemmas all have in common is that they use the past as a basis for constructing the future.
They cause us to forget our own talents and abilities, to undermine our own skillfulness and resourcefulness. They squash our ambitions by prioritizing fear over risk and reward.
The experiences described above are universal. Every successful person has faced some variation or combination of these scenarios, and yet they have managed to get wherever it is that they were aiming at.
How does that happen? Is it that others simply have greater abilities or possess more potential? No. It is that they have not allowed the past to become a myopic lens for viewing the future. They have distilled experience into wisdom. They have recognized that failure and difficulty are necessary opportunities for stretching our abilities to enable growth.
The essential thing that you must do is to take the lessons you have learned from the past and put those lessons into practice by actually doing something. You will not overcome any one of these by letting the clock run out. There is no way forward in doing nothing.
Try Something Different
If what you have tried in the past has not worked, try something different. We are often drawn to work harder because we are choosing the more familiar path. That path is our default setting. It is often our first idea and the one we feel most comfortable setting forward with.
But growing is not about feeling comfortable, it is about moving forward through the thick grass toward foggy vistas and breaking through all of that to discover new territory.
The future does not live in the past unless you stay stuck where you are. The future is where you are going, not where you have been.
Wake up! Take control and consciously create your own fate. Live by design. Live today well!