Goal Setting: Essentials 7
Hi, it is great to be with you again this morning on Leading Right. Many thanks for tuning in. My name is Abiodun Fijabi.
A leader sees at more than one level. First he focuses his binoculars to take in the larger picture and gets an overview of his role and contributions. He knows the end long before he gets there. He sits behind his desk and writes out a plan to get there. It creates a passion in him because this desired end is exciting and beneficial to him and the society. This is a future he wants to create. This is a place he wants to be more than anything else in the world. But the future may be 25 years or so away. He knows that very much, but he is nevertheless enthusiastic about it. To keep this enthusiasm, he refocuses his binoculars and sees five years down the line. This is not the end, but it is closer to the end. It is a convenient place to stop a little to review the journey so far and prepare for the next five years and every five years after until he reaches the final destination. So, he writes out five 5-year plans. An excitement warms up inside of him because five years down the line looks more realistic and attainable to him. His faith rises and he wants to get to work right away. But then, he knows he must readjust his binoculars again and again to see one year down the line, then one month, then one week and then today. So, he return to his desk and writes out a yearly plan which he divides into monthly plans. Then, he writes a weekly plan and one for today.
Suddenly the larger picture becomes a possibility as the component parts fall into shape.
What the leader has done is to create different levels of goals. The first is the long range goal, which is the leader’s life goal that is predicated on his life vision. The three to five – year plans are medium range goals. The others are short-term goals.
All the different levels of goals are needed to keep the leader’s eye on the final ball. Unlike vision, goals change with the realities of the times. A leader may experience idea paralysis if he insists on his plan in the face of rapid changes that characterizes our world. Goals are not sacrosanct. They should be constantly reviewed to reflect the leader’s experiences and the prevailing environment. For example, you may have a vision to be a leader with a wide political influence that goes beyond the boundaries of your nation. You have developed your 25-year plan to achieve that. Part of your plan is to be the governor of your state and eventually the President of your nation. Ten years into your vision, you discover you can better develop a wide political influence without holding a public office, so you jettison the plan while keeping your eye on your vision. In the end you become a writer and an activist with considerable influence that makes you the envy of governors and presidents.
Dear listener, develop several levels of goals to help you fulfil your vision. Keep your eye on your vision but review your goals constantly to reflect your experiences and the prevailing circumstances.
A leader sees at more than one level. First he focuses his binoculars to take in the larger picture and gets an overview of his role and contributions. He knows the end long before he gets there. He sits behind his desk and writes out a plan to get there. It creates a passion in him because this desired end is exciting and beneficial to him and the society. This is a future he wants to create. This is a place he wants to be more than anything else in the world. But the future may be 25 years or so away. He knows that very much, but he is nevertheless enthusiastic about it. To keep this enthusiasm, he refocuses his binoculars and sees five years down the line. This is not the end, but it is closer to the end. It is a convenient place to stop a little to review the journey so far and prepare for the next five years and every five years after until he reaches the final destination. So, he writes out five 5-year plans. An excitement warms up inside of him because five years down the line looks more realistic and attainable to him. His faith rises and he wants to get to work right away. But then, he knows he must readjust his binoculars again and again to see one year down the line, then one month, then one week and then today. So, he return to his desk and writes out a yearly plan which he divides into monthly plans. Then, he writes a weekly plan and one for today.
Suddenly the larger picture becomes a possibility as the component parts fall into shape.
What the leader has done is to create different levels of goals. The first is the long range goal, which is the leader’s life goal that is predicated on his life vision. The three to five – year plans are medium range goals. The others are short-term goals.
All the different levels of goals are needed to keep the leader’s eye on the final ball. Unlike vision, goals change with the realities of the times. A leader may experience idea paralysis if he insists on his plan in the face of rapid changes that characterizes our world. Goals are not sacrosanct. They should be constantly reviewed to reflect the leader’s experiences and the prevailing environment. For example, you may have a vision to be a leader with a wide political influence that goes beyond the boundaries of your nation. You have developed your 25-year plan to achieve that. Part of your plan is to be the governor of your state and eventually the President of your nation. Ten years into your vision, you discover you can better develop a wide political influence without holding a public office, so you jettison the plan while keeping your eye on your vision. In the end you become a writer and an activist with considerable influence that makes you the envy of governors and presidents.
Dear listener, develop several levels of goals to help you fulfil your vision. Keep your eye on your vision but review your goals constantly to reflect your experiences and the prevailing circumstances.
posted by Abiodun Fijabi at 2:31 PM
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