How to Set Goals and Follow Through
(October 2009)
Do your goal-setting right and you’ll be
halfway to the finish line.
Good things are more likely to
happen in your life if you set
doable goals.
Whether you want to complete
an important work project, lose
20 pounds, or get rich, planning is
critical. Yet many people skip this
step, says Michael Dobson, coauthor
of Goal Setting: How to Create an
Action Plan and Achieve Your Goals.
People skip it because other activities
may seem more pressing, he explains.
Careful planning also can be uncomfortable:
It forces you to face all your
unanswered questions, all your unfinished
work, and all your worries about
being unable to do the task.
But if you set your goals right,
you’re halfway to the finish line.
Here are Dobson’s 10 guidelines for
setting goals and following through.
- Put your goals in writing.
“If you write them down,
your mind thinks it’s a contract,”
he explains. But don’t share them
proudly with others; you’ll be giving
yourself a psychic reward before
you’ve earned it.
- Write your goals in specific,
measurable terms. “This
week I will make 15 sales calls and
close on four of them,” for instance.
“Basically, fuzzy goals are less likely
to be achieved because you can hit
a target but you can’t hit a blotch,”
Dobson explains.
- Visualize doing it right.
Athletes mentally rehearse
themselves hitting the ball or making
the perfect shot. By visualizing going
through the process and reaching
your goal, you help bring your dream
closer to reality.
- Set a bar that’s high but
reachable. There’s no guarantee
you’ll reach a lofty goal. But
by aiming high, odds are you’ll rise
higher than if you’d aimed for a more
modest goal.
- Set deadlines based on
reality. For example, “I must
complete this project by Nov. 10,
or I can’t present it to my supervisor
before my annual performance
review.” If you pull a deadline out
of thin air, you’re unlikely to take
it seriously.
- Set manageable goals.
“As a writer, if I say my overall
goal is to be on The New York Times
bestseller list, that’s not a goal—that’s
a wish,” says Dobson. Even a more
workable goal may be impossible to
reach in one step, so break it down.
For example, “I’ll assemble and
organize the entire book’s research
by Jan. 15. I’ll flesh out the outline
by Jan. 20.”
- Analyze your process for
potential problems. Do you
lack information or education in key
areas? Are you likely to face external
resistance? Obstacles like these may
be the reason you haven’t already
reached your goal.
- Act to eliminate or minimize
the effects of potential
problems. Don’t expect them to go
away on their own. For example, take
an evening class in your subject. Take
steps to defuse any possible resistance.
- Review your progress regularly.
You can’t reach your goal
on schedule if problems keep tripping
you up. Make sure your goals
remain realistic, relevant, and timely.
- Ensure your goal has
rewards you value. Are they
proportional to your investment of
time, effort, and money? This step
is listed last, but Dobson feels it’s
the most important. “It’s amazing
to me how many people skip what
is absolutely essential: Why do you
want to do this? What’s the payoff?”
If you can stay on course toward
rewards you truly value, you’ll remain
clear and motivated to the end.
Polly Turner spoke with Michael Dobson,
coauthor with Deborah Singer Dobson of
Goal Setting: How to Create an Action Plan
and Achieve Your Goals. New York: AMACOM,
2008, $12. Dobson has more than 20 years’
experience in project management and
has written 13 books related to business
management.
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