Last week, I noted that I’m not comfortable publicly stating my goals on this site, when it comes to the Personal Strategic Plan. We all have the choice how much to reveal and how much not to reveal. There are times where stating a goal or a dream or a resolution publicly makes you take firmer action and have accountability. There are also times when talking a goal too early dilutes it from becoming a reality.
I have a site where I keep monthly to do lists and work on my Goals, Dreams, and Resolutions for the month and the year. Of course, it’s called “Goals, Dreams, and Resolutions” and can be found here. I work on a series of questions through autumn that help me define my GDRs for the coming year.
Then life comes and things change. We all have to decide where to be adaptable and flexible, where to let go of what no longer works, and where we’re just giving up.
For me, goals are things I can break down into actual steps. I can put a finite time limit on them. Dreams are more fluid. I often need more time and thought and resources before I can turn a dream into a goal. A resolution is where I work on something in myself that I want to improve.
In a strategic plan, the goals are closely tied to the vision/mission statement, and use the strengths and weaknesses. (We will talk about opportunities and threats in a future post — I’m rolling my eyes just thinking about it).
Goals have to do with knowledge of what you can and can’t control.
For example, a novelist can have the goal of writing and polishing the next novel, and getting it out on submission. Becoming a best-selling author within a year might be a dream, but until the book is written and out on submission, it’s not a goal. Once the book is in publication, there are plenty of parts of the “best-seller” mode that the author can’t control, but the author can take specific steps to turn it from a dream into a goal by a comprehensive marketing plan and hand-selling, one-on-one, to as many potential bookstores, conferences, readers, etc.
But without a manuscript on paper, “best-seller” is a dream, not a goal.
Even once the book is out there, there are plenty of factors that might make “best seller” impossible. You can then set goals for sales increases based on the physical work you are able to do in any given period, and your advertising budget. You might not meet them, but you’re closer to tangibles and actions.
Goals are about action. “I am here, I want to be THERE.”
A reasonable goal is “I will pitch 4 articles and 10 LOIs this month.”
A more difficult goal is that you will SELL 4 articles and that all 10 LOIs will wind up in assignments, because there are too many factors outside of your control.
The more experience you have, the more research you do prior to the pitches and the LOIs, the more likely each one is to hit true and get you a paid assignment, but the goal is to do your homework and get good pitches out there.
A resolution would be to take any rejections, examine them, learn from them, and apply that knowledge moving forward so that you have a higher percentage of
By learning and applying new knowledge, you are more likely to have your pitches and LOIs result in paid assignments. You will see your percentage go up.
You may well hit the point where you pitch 4 articles and 10 LOIs in a month and they all hit.
Then, you have to ask yourself, “Is this what I want, or am I playing it safe?”
It may be time to adjust the goals.
Can you send out the 4 pitches and the 10 LOIs that hit, but also send out one or two more pitches and a couple of LOIs to places that are a stretch? More visible markets at higher pay? Maybe they won’t hit, but if they do, you’re moving up a tier.
You’re building on the achieved goals.
When you sit down to list goals, list plenty. Then break them down to see which are goals and which are dreams. Which dreams need work on resolutions, so that you can turn them into goals?
You’ll notice I’m avoiding a lot of market-speak in this piece. Mostly because those terms make me want to hurl. Certain terms get overused and are thrown around instead of action. Especially in meetings, where people try to impress executives with a lot of hot air.
I was on the board of a non-profit a few years ago. We worked on the organization’s strategic plan. I was the one in the room who kept saying, “What do you MEAN by those phrases? What are you going to DO to create these goals?”
Which, of course, was met with blank looks. Until someone took a breath and threw out another string of market-speak, to which I said, “How?”
Which was met with more blank looks.
The terminology does not replace the action.
Goal setting takes time. It requires thought. It requires self-evaluation and sometimes painful honesty.
But once you separate the goals from the dreams, and figure out how current goals support longer-term dreams, you can start breaking down the goal into steps you can actually take to see results, instead of getting overwhelmed by the whole project.
You will need to stop and re-assess along the way. You may need to change elements of the goal or the path to achieve it.
But without taking definitive action, it’s all talk. It’s a list of meaningless phrases that doesn’t get you anywhere.
How do you come up with your goals?
How do you break your goals down into steps?
How do you motivate yourself to TAKE that first step, and then the next?