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Week 12 – Creating Goals That Have S.W.A.G

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There’s no question, we’ve lost our way in a perfect storm created by an incessant, 24/7, on-demand world with too many choices and misguided beliefs that we can have it all. Essentially written to be your own personal coach in a book, each chapter is filled with powerful questions, exercises and guided reflections to help you regain balance and refocus your energies on your most important dreams and goals in twelve different aspects of your life. Inspirational stories and a pragmatic approach help you create a holistic life plan that is infused with logic, a healthy dose of intuition and the emotions of a contemplative heart. You’re invited to make positive changes from a perspective of no limits and to respond in your own unique way to the incessant demands that keep getting in your way. It is the perfect book if you:

  • are ready to chart a new course in your life
  • want to take a positive steps to achieve the success your want
  • are looking for balance and meaning in a sea of relentless noise
  • are at a milestone in your life (e.g. starting a new life, new career, retirement)
  • feel overwhelmed by too many choices and incessant demands
  • want to become an exemplary leader in your personal and professional life
  • want to creating an incredible legacies for those you love

 

In general, treat leaders dislike performance reviews for three key reasons.

  1. Performance review programs are often too complex and miss the most important point which is two way feedback. It’s too easy to get wrapped up in the scoring and spend energy trying to decide if employees deserve a 3.5 out of 5 or a 3.6.  These systems force leaders to put employees in boxes or on a curve.
  2. Performance reviews are often assessed against the last few weeks or months of contribution. What happened 6 months ago is usually long forgotten by the time performance reviews are done and this diminishes the value of the feedback.
  3. Most leaders would rather avoid the difficult conversations about performance, period. Who wants to be the bearer of bad news?

Instead of focusing on formal performance reviews, why not get into the habit of holding short one-on-one meetings with your employees, once or twice a month, to discuss how they are doing and to provide the opportunity for them to give you feedback.  Make it a true two-way dialogue.  Keep notes. Address performance issues before they get out of control.  Make it easier on yourself and your employees when formal performance review time rolls around. You’ll both benefit from exchanging more information and have a complete picture of performance.  Employees will feel more engage as a result.

 

 
In general, dosage leaders dislike performance reviews for three key reasons.

  1. Performance review programs are often too complex and miss the most important point which is two way feedback. It’s too easy to get wrapped up in the scoring and spend energy trying to decide if employees deserve a 3.5 out of 5 or a 3.6.  These systems force leaders to put employees in boxes or on a curve.
  2. Performance reviews are often assessed against the last few weeks or months of contribution. What happened 6 months ago is usually long forgotten by the time performance reviews are done and this diminishes the value of the feedback.
  3. Most leaders would rather avoid the difficult conversations about performance, period. Who wants to be the bearer of bad news?

Instead of focusing on formal performance reviews, why not get into the habit of holding short one-on-one meetings with your employees, once or twice a month, to discuss how they are doing and to provide the opportunity for them to give you feedback.  Make it a true two-way dialogue.  Keep notes. Address performance issues before they get out of control.  Make it easier on yourself and your employees when formal performance review time rolls around. You’ll both benefit from exchanging more information and have a complete picture of performance.  Employees will feel more engage as a result.

 

 
In general, click leaders dislike performance reviews for three key reasons.

  1. Performance review programs are often too complex and miss the most important point which is two way feedback. It’s too easy to get wrapped up in the scoring and spend energy trying to decide if employees deserve a 3.5 out of 5 or a 3.6.  These systems force leaders to put employees in boxes or on a curve.
  2. Performance reviews are often assessed against the last few weeks or months of contribution. What happened 6 months ago is usually long forgotten by the time performance reviews are done and this diminishes the value of the feedback.
  3. Most leaders would rather avoid the difficult conversations about performance, stuff period. Who wants to be the bearer of bad news?

Instead of focusing on formal performance reviews, view why not get into the habit of holding short one-on-one meetings with your employees, once or twice a month, to discuss how they are doing and to provide the opportunity for them to give you feedback.  Make it a true two-way dialogue.  Keep notes. Address performance issues before they get out of control.  Make it easier on yourself and your employees when formal performance review time rolls around. You’ll both benefit from exchanging more information and have a complete picture of performance.  Employees will feel more engage as a result.

 

 
When she was honoured during the 2006 US Tennis Open Championship, viagra buy Billie Jean King, troche a professional tennis player, told the crowd that when she was just five years old, she boldly announced to her mother she was going to do something important with her life.  With determination she created the possibilities needed to accomplish her goals. In the process became a role model for many women in professional tennis.

Goals allow you to concretely see what’s possible in the future and to bring that vision to life.  Goals bring focus to your dreams and aspirations so that you can turn them into tangible outcomes.  They turn potential into performance and are essential to your well-being.  This approach that I call S.W.A.G. is proven to have a high success rate.  SWAG goals have four very important components that increase the likelihood of success.

  1.  Spicy goals have intent” and “motivation” that create a strong desire to do something.
  2. Winning goals have clear outcomes and are measurable.  They identify the resources you need to achieve the outcomes you want.
  3. Aspiring goals have realistic and achievable actions that provide a roadmap and help you to stay on track.  The actions must be flexible enough to adjust when obstacle gets in the way.
  4. Goals include a commitment you make to yourself by establishing timelines and sequencing to ensure success.

I invite you this week is to select one of the important goals that you’ve identified and to develop it into a SWAG goal.  And be sure to build in celebrations as you reach important milestone moment towards this goal.  You can use this format to create inspired goals.

  1.  I am…  so that
  2. My goal is accomplished when…
  3. I need these resources to accomplish this goal.
  4. I am taking these actions…
  5. I will take these actions by…
  6. I will celebrate by…

 

Dianne is a business and personal coach who helps individuals thrive as they successfully manage the dynamics of continual transitions; and author of a new book: If There Are No Limits… A guide to living with passion, purpose and possibilities. For more information or to sign up for her newsletter, visit www.inkiesta.com

Written by

Dianne Gaudet is a certified Coach who is passionate about helping her clients manage the dynamics of continual life transitions as they reach new heights of personal and professional success. Helping Boomers create rich and inspired lifestyle plans for the retirement life they want is one of her greatest joys. Dianne is the author of a new book, If There Are No Limits... A guide to living with passion, purpose and possibilities. She is also a motivational speaker, teacher and world traveller.