Skip to main content

How You Can Reach Your Goals


Social psychologist, Heidi Grant Halvorson, wrote Succeed to help you understand how goals work, what tends to go wrong, and what you can do to reach your goals or to help others reach theirs.

Because many of us struggle each year to fulfill our New Year's Resolutions (goals), Halvorson's book, packed with the findings from her own research, along with the most useful tips from academic journals and handbooks, is a worthwhile read.

In her 260-page book, Halvorson covers:

•  How to set a goal that you will pursue even in the face of adversity.
•  How to avoid the kind of positive thinking that makes people fail.
•  How to create an environment that will help you win.

"Setting goals is important," said Halvorson, "But that's not the whole story. Because how you set your goals--the way you think about whatever it is you want to do, and how you will get there--is every bit as important."

Halvorson recommends:
•  Making your goal as specific as possible.
•  Making your goal difficult, while still being realistic.
•  Being sure you don't underestimate how difficult it will be to reach your goal.
•  Making sure you think about both the wonderful things that will happen if you succeed and the obstacles that stand in your way.
•  Filling your environment with reminders and triggers that will keep your unconscious mind working toward your goal, even when your conscious mind is distracted by other things.
•  Remembering why the goal is important to you. Also, choosing prevention goals, focusing on what you could lose if you fail.

She also said that, "One of the most important things you can do to reach any difficult goal is know when to ask for and accept help."

And, if you are a team leader or business leader and you have the task of trying to get other people to adopt the goals assigned to them, Halvorson suggests you:

•  Try giving your employee or team member a sense of personal control. It helps when people can choose from several options--even a choice between two goals is still a choice.
•  Keep in mind that people are motivated to achieve a goal only when they feel it has value and when the value is clear. So, have your employees participate in decision making and goal setting.
•  Ask employees to commit publicly to reaching a goal. That will increase their motivation.

Halvorson stresses that it's vitally important that employees understand the rationale behind goals given to them by their leaders. They need to know how to answer:

• Why is the goal worth pursing?
• How will I benefit from it?

"Remember that people are motivated to achieve a goal only when they feel it has value. When the value is clear, you'll have fewer problems getting people on board and fully committed to succeed," explained Halvorson.

Perhaps most important, Succeed, drives home the fact that persistence is key when working to reach a goal.

• Persistence comes more easily when a person believes more in effort and the effort to get better, rather than believing in ability.

Comments

Popular posts from this blog

How To Harness Employee Experience Design To Attract And Retain The Best Talent

  Employee Experience Design (EXD) is designing with people and not for them. It’s a proven method for engaging and collaborating with your employees to help solve your most difficult workplace challenges.   You’ll learn all about EXD in the new book, Employee Experience Desing: How To Co-Create Work Where People And Organizations Thrive , by Dean E. Carter , Samantha Gadd, and Mark Levy .   “Many organizations are drowning in policies and initiatives. EXD is a way to reduce that burden while delivering better results both for employees and for the bottom line,” explain the authors.   The book includes inspiring stories from brands like Airbnb and Patagonia, among many others, including those in retail, healthcare, hospitality, apparel, and biotech. It describes the power that’s unleashed when organizations design with and not for their employees.   The first part of the book covers The Why of why EXD is so important and addresses legitimate – and tough –...

How To Survive, Reset And Then Thrive

“Uncertainty is here to stay. Rather than seeing it as an obstacle to overcome, integrate it into your strategic approach to invigorate your high-growth potential and outperform competition under any market condition,” explains  Rebecca Homkes , author of the book,  Survive, Reset, Thrive .   “Most books aren’t honest enough about how hard it is to  reset ,” adds Homkes. Yet, resetting and leaning into change is essential. “If you are ready to embrace change as a central element of your growth strategy, this book is for you.” Homkes’ book is a timely, comprehensive, and essential read for business leaders looking to take the next step toward ensuring high growth for their companies. The book brings together more than 15 years of Homkes working directly with high-growth companies of all sizes and across a wide variety of industries.   Survive, Reset, Thrive (SRT) is a practical and innovative  interconnected three-mode approach :   Survive : Stabil...

How To Build Great Work Relationships

Here is a book I wish was published back when I was early in my career. It’s called,  Bosses, Coworkers, and Building Great Work Relationships . It’s one of four books in the new  Harvard Business Review  ( HBR )  Work Smart Series .  The book includes adapted content from 20 articles that previously appeared on HBR.org.  “We probably spend more hours with our coworkers than with anyone else. So even if they’re not all perfect, it’s worth it to build connections that will provide you with support, help you network and learn, and keep your career moving forward,” shares HBR.  “This book helps readers make so-so work relationships better, keep the bad ones from bringing them down, and help them build lasting connections with incredible people.”  HBR adds that the book includes chapter takeaways and dozens of resources so that you can go beyond the book to engage in the media (video, audio, etc.) you learn from best.  As you read Bosses,  C...

Why Your Middle Managers Are So Important

The book,  Power To The Middle , shows how  managers  are the crucial link between a company’s ground floor and top brass. “Too often company leaders view middle managers in a negative light as expendable employees who can slow down productivity and overall strategy,” explain the book’s authors and McKinsey partners  Bill Schaninger ,  Bryan Hancock , and  Emily Field .  “However, new KcKinsey research reveals that this outdated perspective needs to change and that well-developed managers  are  the strategy that companies must prioritize to succeed today,” they add.  Most importantly, by the end of their book, the authors sum up their insights and provide a  playbook  that will help senior leaders let go of the command-and-control mindset that has hobbled their managers for so long.  The authors define middle managers as the people who are at least once removed from the front line and at least a layer below the senior lead...

Read Good To Great

Near the top of virtually every list you'll see of the best leadership books, you'll find,  Good To Great , by Jim Collins . The book, five years in the making, and published in 2001, addresses the all-important question of: Can a good company become a great company, and if so, how? Some of the lessons from the book are: "Leadership is equally about creating a climate where the truth is heard and the brutal facts confronted." "Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision.  It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights." "Good-to-great companies use technology as an accelerator of momentum, not a creator of it." "Engage in dialogue and debate." Good-to-great companies are those who have the ability to get and kee...

My Favorite "Moral Of The Story" Tips From Harvey Mackay

I'm a big fan of best-selling author  Harvey Mackay .  He writes about business, sales and leadership and typically ends his articles with a moral of the story. Culled from his writings of the past few years, here are some of my favorites of his  moral of the story  endings: Change your thinking, change your life. It's not enough to know how to do things - you must know why you do them. If you live in the past, you won't have much of a future. If you want to outsmart the competition, you have to outthink the competition. Don't be afraid to make a decision.  Be afraid not make a decision. What you learn on your first job will last through your last job. Minds are like parachutes - not much good unless they are open. If you can't be an expert, hire one. People have a way of becoming what you encourage them to be. It only takes a little spark to ignite a great fire. Doing the right thing is never the wrong thing to do. Mackay's best-...

How To Energize Your Work And Life

Tom Rath  is the author of the incredibly popular  Strengthsfinder 2.0  book . His latest book is,  Are You Fully Charged? The book draws on the latest and most practical research from business and psychology and identifies the  three keys that influence most of our daily well-being, as well as our engagement at work : Meaning : doing something that benefits another person Interactions : creating far more positive than negative moments Energy : making choices that improve your mental and physical health "This book will  challenge you to stop pursing happiness and start creating meaning instead ," explains Rath. And, by doing so, you will rethink your daily interactions with the people who matter most. "The actions you take throughout every single day accumulate to shape your years, decades and overall life," adds Rath.  Even brief interactions count, says Rath, such as exchanging a smile or greeting while passing someone on the s...

How To Be A Superboss

Here are ten questions (or bundles of questions) you should ask yourself to ensure you are thinking and acting like a  superboss . These are from  Sydney Finkelstein 's book,  Superbosses . Do you have a specific vision for your work that energizes you, and that you use to energize and inspire your team? How often do people leave your team to accept a bigger offer elsewhere? What's that like when it happens? Do you push your reports to meet only the formal goals set for the team, or are there other goals that employees sometimes also strive to achieve? How do you go about questioning your own assumptions about the business? How do you get your team to do the same about their own assumptions? How do you balance the need to delegate responsibilities to team members with the need to provide hands-on coaching to them? How much time do you usually spend coaching employees? When promoting employees, do you ever put them into challenging jobs where they potentially might fail? I...

Mission Versus Vision

Here's a good definition of the difference between a mission and a vision by leadership book authors George Bradt, Jayme A. Check and Jorge Pedraza: Mission - A mission guides what people do every day. It informs what roles need to exist in the organization. Vision - A vision is the picture of future success. It helps define areas where the organization needs to be best in class and helps keep everyone aware of the essence of the company.

What Will Your Leadership Legacy Be?

As a leader, you likely have asked yourself, " How do I want to be remembered as a leader ?" But, perhaps the more important question is, " How will I be remembered as a leader ?" The answer to that question is likely going to be based on the valuable lessons you shared with those you led, among other things. The Kansas City Star newspaper last year wrote a story about Marion Laboratories and its 60th anniversary. In its heyday, Marion had 3,400 employees with sales of nearly $1 billion and in 1989 merged with Merrell Dow Pharmaceuticals. Mr. Ewing Kauffman, fondly known as Mr. K, led Marion during its peak, and is remembered as one of the most effective, influential leaders ever in the Kansas City area. Former employees quoted in the newspaper article remember Mr. Kauffman as a leader who shared these lessons with them: "You can do anything you want if you set your mind to it and if you study your competition." "You can...