Create Focus - Use SMART Goals To Fence Yourself In

We create focus when we fence ourselves in. And the best tool for building those fences are SMART goals - Specific, Measurable, Attainable, Relevant and Realistic and Time specific. How often have you had ten different things you could be doing – each one with value, each one requiring time and concentration, and the result is you find yourself thinking about what else you could be doing rather than focusing on what you are doing? And you're tempted to put down what you're doing and rush into what you feel – at this moment – is a more important thing.

Creating fences with SMART goals results in working on the few really important things – without having to constantly argue with yourself about what you should be or could be doing.

Most people don't connect fences with freedom, but fences create the freedom to be effective – they eliminate the focus killers of too many alternatives – too many distractions – too many interests – too many possibilities.

I have a good friend who has a very high Theoretical motivator. That means he places a high value on the acquisition of knowledge and information. He's an expert in his field – and in a lot of other fields as well. The problem he has is that he just keeps acquiring information and knowledge – as if they are an end in themselves.. He's been criticized for that behavior. He's learned that his motivator is a valuable one to have, but it can become a weakness when carried too far. He guards against that by defining goals at the start of every project – SMART goals – so that he keeps himself within boundaries and focuses on accomplishment.

SMART goals create fences on a group and team level as well. A client had a real problem with meetings that lasted for hours and resulted in very little being accomplished. The organization was full of smart, energetic people who brought a lot of ideas, suggestions, concerns and dialogue to every meeting. Few meetings stayed on course. A lot of valuable time was spent without much to show for it.

The solution?

1 - Set a SMART goal for every meeting - communicate it before the meeting so people could prepare – place the goal statement in a prominent place at the meeting so it could be referred to – a valuable way to bring the subject back on track.
2 – Meetings must have time limits and agendas.
3 - The person accountable for hosting the meeting is accountable for seeing that the structure for the meeting is in place.

Setting up the fences was the easy part – getting the participants to stay in them was a challenge. But the result was worth it. The number of meetings went down, the effectiveness of meetings went up. Time had a higher value, and more people got home for dinner and time with their families.

Creating focus through SMART goals – and setting up fences to keep focus works best with active, optimistic, curious, energetic people, teams and organizations. The kind of high energy, opportunistic people, teams and organizations that have tremendous potential for accomplishment, but need to guard against too much energy and commitment not being focused on the important few things.

If that describes you personally, or if it describes your team or organization, apply SMART goals to leverage resources and gain competitive advantage. It's worth the time and effort to set the goals and focus all that capacity for accomplishment. It's the difference between being busy and being effective.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

Use SMART Goals to Overcome the Tyranny of the Unimportant

Have you ever caught yourself rearranging your desk, or your E Mail files, or checking E Mail, or making a purchase on Amazon, or automatically answering your cell phone, even when you know the call isn't important - when you know, in your gut, that there is more important work to be done? And you just can't bring yourself to make that phone call, or that prospect call, or answer that E Mail request for information, or work on the quarterly reports?

If you answered Yes, welcome to the world of Resistance, that force that always shows up when we are attempting to create positive change and progress – when we try to step out of the box – when we try to confront fear.

Resistance shows itself in many ways – you can't touch it, step on it, feel it – but you know it when it happens. And one of the most frequent ways it shows itself is through the Tyranny of the Unimportant. That force that takes us away from the work that will result in progress and success, and puts us in the middle of "thin things." The Tyranny of the Unimportant is procrastination at its best – or worst. We're busy as hell – just not effective. And that to-do list with ten things on it has eight things crossed out at the end of the day, but the two top things remain untouched. And we're frustrated and apprehensive.

The sneaky thing about procrastination is that it isn't caused by people quitting or turning their backs on what they have or want to do – it's that they'll do it – tomorrow. And Resistance through the Tyranny of the Unimportant is right there to help.

Procrastinators aren't lazy. In fact, most of the procrastinators I know are some of the busiest, brightest, most motivated, most energetic people you could imagine. They have to – do lists, they work fast and hard and get a lot done – how can people like that be called procrastinators?

One answer - they do the most urgent thing first – but not the most important thing. If you looked at their daily lists of things to do, you would find too much for one person to accomplish, and most of the demands are reacting to the requirements of others. And this Tyranny – to a great extent - is self imposed.

Stephen Pressfield, in his excellent book The War of Art, makes the point that "Resistance," that evil force that only shows itself to keep us from doing something positive, shows itself through the Tyranny of the Unimportant
Pressfield is a writer – he wrote "the Legend of Bagger Vance," among other books. Just like most self employed people he has to be a self starter. People who are their own boss, who don't have someone breathing down their neck, who have to do the important things in order to survive and prosper must overcome the Tyranny of the Unimportant.

So how to overcome this Resistance – this enemy of accomplishment – that form of Procrastination?

First realize that Resistance is the product of fear – in its many forms. Fear of failure, fear of not good enough, fear of not being able, fear of not being worthy, fear of being told no – the list is a long one. Fear shows itself by trying to force us not to do what we know to be the most important thing. And rather than confronting and overcoming that fear, we direct our efforts to the not so important – and fool ourselves into thinking we are overcoming Resistance by deflecting it. We're not. And Resistance wins another round. The only way to overcome fear is to confront it – and push through it. And realize that it will come back tomorrow, and the day after that – and the day after that. But overcoming it today makes overcoming it tomorrow a little bit easier. Letting it win today makes it so much more difficult to overcome tomorrow.

The good news about fear is that the things we fear the most are the most important things we must do. Now that's cutting to the chase. If rejection is at the top of the fear list, overcoming rejection is where action needs to be taken. If the fear of a No answer after asking for a line of credit is the most fearful thing to do, it has to be done first. If the greatest fear is public speaking, or developing relationships, that's where success will be found.

In addition to turning fear around and using it to identify the really important, take a survey - ask people you know what's important to them. The really successful will tell you, specifically, what they want, and how they're going to get it. From the not so successful, you'll hear answers like "want to be happy," or "successful," or "rich," or "healthy." or the "best." Nice sentiments, but hardly what's needed to overcome the Resistance that will try to keep them from achieving those sentiments. If your answer is at that level, you gotta drill down and define what terms like happy, rich, healthy, success really mean on a personal level – in concrete terms that can be the basis for goals.

Goals are critical to overcoming Procrastination in any form – but particularly in dealing with the Tyranny of the Unimportant. Use those things you fear the most, and the things you've identified as wanting the most, to create SMART goals – Specific, Measurable, Attainable, Relevant/Realistic and Time Framed. And avoid the temptation to load up on goals. Procrastinators are really great at letting their optimism get ahead of their reason, and establishing a set of goals that is way too ambitious. It's a great way to set up failure, and to not confront the question of priorities. Three to five goals – no more. This is one place where less is more.

Then create a daily, weekly and monthly list of To Do's – and prioritize them. What you use to designate their importance can be any number of things. Some people use "Must Do's", "Want to Do's and "Nice to Do's." Others use A, B, C or 1, 2, 3 as priorities. Going out much further than a month can be a waste of time – an unimportant exercise - things are often so dynamic that a crystal ball would be needed to look further out in the future. The important thing is to do it – and then stick to it, leaving space for the urgent important things that always pop up. Trust the goals you develop. Then act on your fears through your priorities and your goals.

The reward? You've overcome Resistance – today. You've become more effective – you've confronted fears and become so much better at doing that – and you realize that fear can actually take you where you need to go. And you accept that. And you gain a huge measure of personal control over your time.

Start with truly important goals – and start today.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2009 All Rights Reserved

Use SMART Goals To Get Through Tough Times

The most effective thing any of us can do right now is to focus on our goals - define them, refine them to reflect changing realities, test them to see if they remain realistic and relevant, and act to achieve them.

It's hard. The steady drumbeat of news - about the economy, about the elections, about man's inhumanity to man - delivered with passion by so many talking heads on the 24 hour news cycle, can really divert attention from the really important things.

Rudyard Kipling, in his poem "If" has a verse that reads:

"If you can keep your head while all about you are losing theirs,
And blaming it on you..."

The last verse of the poem reads:

"Then you will be a man, my son"

Rudyard Kipling lived from December 1865 until January 1936. Had he lived now I 'll bet the last line of "IF" would have read

"Then you will be a leader, my son or daughter"

An example of just how panic stricken and negative some people have become over current events showed up recently in a letter on the Wall Street Journal Op Ed page. It was written by a New York attorney who feels, while outward appearances remain the same, and people still consume $900 dinners at top restaurants, we as a nation are in denial. She feels that the US has lost its place in the world, that we are no longer the pre - eminent engine of commerce that we have been, that we will never regain it, that we are headed for economic disaster, and the reality of that has not yet sunk in. And while she admits she has no experience or expertise in things financial or economic, she writes that she was so upset by her conclusions that she got up at 2 AM to E Mail her mother to tell her to take all her remaining money out of the stock market and invest it in silver, or precious metals, or the mattress. Talk about losing your head! Unfortunately, she's got lots of company. Her emotional state has been affected by what is going on. It can be contagious - it is contagious. It's a contagion you want to avoid.

It's caused by FEAR - an acronym for "Fantasized Events/ Experiences Appearing Real."

And when FEAR sets in, people can be immobilized - or so mobilized that they feel they have to act - do something - anything - like the attorney telling her mother to act and put her money in silver - or in the mattress. I hope her Mom didn't follow that advice.

I read that Op Ed piece just before I took off on my daily 5 mile run/walk. Halfway through I realized I had spent my time thinking and worrying about politics, the impact of the next President, the impact of the credit crunch and sub prime loans. The realization that I was doing that made me stop - it made me ask myself what the hell was I doing? I was giving in to the contagion. I was working myself into a lather about things I had no control over, and not focusing my thought on the important things in my life. And I suspect I have a lot of company

How to overcome those negative emotions, avoid that contagion and move forward? SMART goals provide focus on the main things. Goals that are SMART, an acronym for Specific/Simple, Measurable, Attainable, Relevant/Realistic, and Time framed can scrape us off the ceiling and keep us pointed in the right direction. The goals may have to be modified - no one should suggest that the events of today should be ignored - but isn't that a positive exercise in reality?

Replace the hysterical talk we hear on the news about having to live in our cars - about being unable to access our funds because the financial institutions have failed - about losing savings or jobs. We will be subjected to that kind of extreme negative news for a long time - it's what the media lives on. But for most of us, hanging in there, not giving in to despair and fear, not selling and putting what's left in the mattress, is the right thing to do.

Two pieces of advice that can help:

1 - In Og Mandino's book "The Greatest Salesman In The World" he advises when things are good, or bad, or indifferent - remember " This too shall pass." It's true. It's important not to let circumstances and events outside our control end up controlling our lives and causing us to make decisions on F.E.A.R., rather than on hard headed reality.

2 - Dale Carnegie, in "How To Stop Worrying and Start Living" offers another piece of advice that is so relevant to today. He advises, when faced with stressful situations, to "Live life in daytight compartments." Live in today, and work in today, slam the doors shut on yesterday and tomorrow, and the future will take care of itself. With all the negative stuff swirling around, living in daytight compartments creates focus. And SMART goals help make sure the effort put into daytight compartments is focused on the important few.

Use goals to direct positive effort to the things that can be accomplished - and to finding and acting on the opportunities and possibilities that are sure to present themselves.

If you don't have SMART goals for yourself, take the time to develop them. It can be tough when you start, but focus only on the three to five most important things in your life. Watch the cloud of negativity and doubt be replaced with positive energy and the motivation to accomplish. Use your SMART goals to keep from letting events and people wear you down. Start today - it's the only daytight compartment you have.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com;Website:www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com/

Copyright 2008 All Rights Reserved

SMART Goals Reduce Ambiguity And Increase Commitment

One of the core competencies for leaders is the ability to deal with ambiguity - that condition where things are not what they seem. And the higher in an organization a leader goes, the more ambiguous things become. Leaders know ambiguity is the enemy of commitment. They know it can't be eliminated. They know the majority of people work best in an environment where expectations and contribution and recognition are well defined.


Leaders know ambiguity kills initiative - it creates a compliance culture rather than an aggressive commitment culture. It keeps people off balance. It enables weak managers to protect whatever turf they may have. Ambiguity is the friend of the indecisive, the maybe yes maybe no mindset, the uncommitted.

Reducing ambiguity is a goal of successful leaders.

But reducing ambiguity is a real challenge. As leaders become more skilled and successful at dealing with ambiguity, it can become more difficult for them to recognize how critical it is to their people to have a clear understanding of what is to be accomplished. Why? It's the Curse Of Knowledge at work. That condition, defined by the Heath brothers in their book "Made To Stick", says that once you have a piece of knowledge it is almost impossible to think or act as if others don't have it as well. The Curse includes skills. Once a skill is gained, it becomes hard to act without assuming that same skill exists in others.


So this tug of war is at work. While leaders develop the skill and ability to operate successfully in highly ambiguous situations, at the same time they need to work to reduce ambiguity for their people.


That's where SMART goals come in. SMART stands for Specific, Measurable, Attainable, Realistic/Relevant and Time framed. The establishment of goals based on these criteria reduces ambiguity and creates a climate for comittment.


What follows is a story from my experience that illustrates how critical SMART goals are to reducing ambiguity and increasing the chances for success.


I worked in a large, multi national company with a small corporate staff -a really flat organization. While there was a lot of financial oversight, there was also a lot of operational freedom at the business unit level. The relationship between the business units and corporate was clear - make your numbers and we'll leave you alone. Fail to make your numbers and close control and changes in business unit leadership will occur.


A critical part of the relationship between corporate and the business units was in arriving at annual budgets and objectives. The corporate people were convinced that the business unit level people were holding back to earn maximum bonuses for their organizations - and themselves. The business unit people were convinced that the corporate people were trying to suck them dry. Both had reason to believe as they did. In that ambiguous situation the annual budget dance was played out and resulted - sometimes smoothly, sometimes not - in a set of financial goals for each business unit.


One Division President I had to work with considered the budget to be his organization's goal - it's only goal. He and his controller developed the budget based on what they thought would fly at corporate. It was the equivalent of throwing a whole lot of balls in the air and then trying to run under all of them. In this business unit, once the budget was approved no further goal setting was done as a means of communicating that budget's requirements. As a result, his business was a complete compliance culture. "Tell me what to do and I'll do it" was a phrase heard often in his business. He lasted three years - never made a budget - and was fired.


In another business unit I had the good fortune to work with a Division President who was committed to involving all his functional heads and their direct reports in developing the budget. All the opportunities, problems and issues were put on the table. By the time the budget was ready to be presented at corporate all the functional heads in his business unit knew what was in it, had participated in defining the numbers and had agreed to it.

In this business, the goal setting process started during the development of the budget. The key goal setting question was "What are the top 3 to 5 actions that must be taken to ensure exceeding the budget? " Every functional head asked that question of their people. SMART goals were developed at all levels. The result was a goal driven culture with people knowing what were the important few goals they needed to work to ensure success.

Regular performance to goal meetings were held, adjustments made, no surprises allowed. It was a very demanding place to work - but turnover was almost non-existent. That Division exceeded its budget for five years in a row and the Division President was promoted to Group Executive. There were many ambiguous situations that required work - but the top 3 to 5 SMART goals kept everyone focused on the important few.


There were many factors that contributed to the success of that business unit. But it started with the leader. He took the potential ambiguity of budget setting and turned it into a clearly defined process that involved input from the the experts. Then he turned the abstraction of a budget into a set of operating elements that could be defined, measured and reported on. He used SMART goals to do that. And the very human tendency to bite off more than could be chewed was controlled by insisting that the goals be limited to the 3 to 5 most important - at all levels of the organization.

The one addition the Division President made to the SMART formula was to add "Simple". His SMART acronym was modified to Simple/Specific, Measurable, Attainable, Relevant/Realistic and Time Framed. Simple is a critical element of goal setting. He had seen too many goal setting processes that morphed into administrative processes that missed the real meaning and intent of goal setting.

Ambiguity is a fact of life in all organizations. In many cases it can be an advantage. But in most cases, the clearer the requirements, the better. Use SMART goals, keep them simple, and watch people respond with a high level of commitment to the enterprise. They can be, as in this case, the difference between success and failure.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com/

Copyright 2008 All Rights Reserved