Professional Business Coaches

Professional Business Coaches

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4 Simple Steps to Delegate Better

From being prepared to pass on tasks to having ongoing performance discussions, learn how you can delegate more effectively.

Hi, this is Bernie Heine, and today I’d like to talk about the 4 stages of delegation. So in surveys of CEOs of companies, often times not being able to delegate well and not spending enough time developing my people are some of the top two responses the CEOs give when asked about what issues they’re facing.

The two of those are interrelated. If we delegate more, we will be developing the skills of our people because they’ll be doing the things that we were otherwise doing. So the big question is how do I delegate more effectively? I want to talk today about these four stages.

Be Prepared to Delegate

The very first stage is I have to be prepared to delegate. So what does being prepared mean? So to be prepared to delegate, I first have to identify what are those jobs that I’m doing that I shouldn’t be doing? So listing out the whole job, these are the tasks that I do/ the process that I use to do these things and I realize I’m not the best person in the company to be doing it. So if I lay those out, I’ll have the list.

Who is Best for the Job?

The next thing in this preparation is understanding who best can do those jobs, and I need to understand people from a behavioral standpoint and from a career ambitions standpoint. The more I understand my people, the better I’ll be at selecting who the right person is to delegate that work to.

Plan the Discussion

So once I’ve completed my preparation, that next stage is to plan that delegation discussion. So do I really understand how many hours this person already works that I’m going to be delegating this to? How does that fit into their work schedule? Also how does it fit into their career ambitions? is this going to be the kind of thing that’s going to make them excited to want to move forward or am I just doing mundane work that is going to drag them down?

Also, how should this adjust their work life? Is this easily added into what they’re doing? Are they going to in turn learn how to delegate some of their current activities to others so they can make room for this work? So really plan out this discussion, so going in you’ll be set up for success when you do have the discussion.

Carry Out the Process

So step three is actually carrying out that delegation discussion. Laying out carefully the steps and the process you want to go through to make that happen, sharing your experiences with how this process works, and also setting up some smart goals with the person you’re delegating it to so you’ll be able to follow up because we’re talking about delegating not abdicating. So it’s not giving up the work, giving up the responsibility. You still maintain control over the process and are responsible for the process, but someone else is doing the work they need to have clear guidelines and goals, so that they know when they’re being successful in carrying out the activities, and you have an easy way to follow up with them to know that everything is under control.

Ongoing Performance Discussions

Finally, the fourth step is to have ongoing performance discussions. So you should anyway be having regular discussions with your people to know where they are and know where they are in their careers or they are the the current job tasks and after delegating multiple assignments to different people, you want to be in regular contact with them in these discussions to follow up on those goals that we’ve set. How are things going with the work you’re doing? really to stay on top of it as a leader managing the process. Also pay close attention to the careers and the ambitions of that are working for you.

So remember, it’s important to be delegating the work. We can’t do it all ourselves. Even if someone can do it 90% is good or 80% as good as you can, consider delegating it and think about how their lives will improve when they get better doing these things, how their current careers will move on because they’re doing important work that otherwise their boss was doing, and overall build a stronger company and have more time for yourself to focus on the big picture things, the larger things, grow the business and grow your own career.

Call us at PBC for a free consultation and learn how you can delegate more effectively.

 

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This is one of the episodes of The Thinking CEO with Bernie Heine at BusinessTown.com.
 
 
 

How to Identify and Prioritize “Gain” Tasks

Is your to-do list focused on tasks that will help you get the most from your life? Find out in this video.

So is your to-do list filled with all the right things so that you can really get ahead in life?

Hi, my name is Bernie Heine, and today I want to talk about the fact that wealth creation takes focus and determination.

Steven McClatchey talks about the difference between activities that move towards gain and activities that you do to alleviate pain. And the difference in those two is very big in terms of its impact on your life. Ninety percent of our success in life is because we’re working on activities that add wealth, that move towards gaining something, and only 10 percent is the avoiding of pain.

So when we’re working on gain tasks, these are things that you can’t delegate. These are things that are really important to you like getting an advanced degree. You can’t delegate to someone else to get your MBA for you. These are things we have to do ourselves. Pain tasks, the avoiding of pain tasks, are things like taking out the trash, cleaning your office. All of these things are only important if they don’t get done, and they often are associated with a high sense of urgency like “it’s trash day on Friday, so we better take the trash out in the morning.” That doesn’t get us very much in life, but if we don’t do it, we might end up with a smelly house, but it’s not going to move us forward. Going out and getting an advanced degree or working on that important project, those are the activities make all the difference in our lives.

Gain Tasks Lack Urgency

So there are three ways to identify those gain tasks. Number one, they have a significant lack of urgency. It’s not something that has to happen right now.

Sense of Achievement

Number two: there is a significant sense of achievement associated with getting them done.

Deep Sense of Personal Satisfaction

Number three is you gain a deep sense of personal satisfaction from having completed those.

Make Gain Tasks a Higher Priority

So knowing that, how can we implement this? So this is a simple three-step process. So step number one is to make these gain tasks/these wealth creating tasks a priority in your life. So once you’ve identified them, look over your to-do list. Are those the kinds of things that are even on your list? Or is your list filled with all of the “avoiding pain” kinds of tasks which feel really urgent because you’ve got to get them done today/you’ve got to make this happen/you’ve got to make that happen. We’ve got to do stuff/we should do stuff.

I often say people shouldn’t “should” on themselves,you know? We shouldn’t use that language. We get to do stuff in our lives, and the gain tasks are things that we really like to do, but because they don’t have that sense of urgency, we often procrastinate on them and push out on our calendar. Bring those gain tasks and focus. Make those the top priority on your list

Step number two is to take a look at all of those gain tasks and lay out a time plan. Begin with the end in mind. Where I want to go with this? What is the critical path that I need to be on to make sure I accomplish that?

Step three is to protect those tasks.Think of it like the difference between a to-do list and a calendar. On a to-do list, we can just add and add and add more items. It’s very easy. if you’re already have 27 items, you add a 28th item to the bottom of the list, it’s very simple. It doesn’t feel painful to add more items to your to-do list, even though most people have to-do lists which could take months to complete. We just keep adding more and more on.

Think of it with these priority items/gain tasks, think of them like calendar items. For instance, when somebody asks you for an appointment you just add it to your calendar, you first look at your calendar to see if you have 9 a.m. on Wednesday morning. So you’re moving things because it’s a fixed amount space on the calendar to put up with you just can’t keep accepting appointments for the same. So treat these gain tasks calendar tasks. They’re really important. You want block time out for them. They’re not just another thing added to a long list of to-dos. With that newfound list of priorities, focus on those and make yourself yourself a better life, and a better person and run a better company.

Call us at PBC for a free consultation and learn how to focus your to-do list on tasks that will help you get the most from your life.

 

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This is one of the episodes of The Thinking CEO with Bernie Heine at BusinessTown.com.
 
 
 

The 4 Lenses of Innovation

From challenging the status quo to taking advantage of every resource at your disposal, learn how you can ride the wave of innovation.

So are you staying stuck in the comfort zone or are you sort of riding the waves of innovation?

Hi, my name is Bernie Heine, and today I want to talk about the four lenses of innovation as described in their book by Roman Gibson.

Daring to Challenge the Orthodoxies

The first lens is daring to challenge the orthodoxy. Going against the way we normally do business. Now this feels uncomfortable for a lot of people. We like to stay in our comfort zone. That’s why it’s called the comfort zone. We feel good there, but do we take the time to challenge those, to revisit those, to say “well is there a better way to do this?” So I encourage you to all think about in every part of everything you’re working on, “how can we do this better?” “How can we make better?”

Don’t get stuck in mediocrity. don’t get stuck in business as usual because the rest of the world is moving on. The more we stay in the same place with our processes with our tools using, the more we’re falling behind the rest of the world.

Seek Out Trends Early

The second lens to consider is seeking out trends early. Do you have enough information that you’re gathering? Are your people out there scanning the world to find out “what are the big trends that are happening, and are we getting on top of those early enough to be able to adapt our systems/our processes/our products the way we go to market? Are we following along on these trends? Do we see where they’re headed, and the implications that they have for our business?

‎‎And we can use those trends if we chart them out correctly to do some scenario planning to look at “what if this trend takes off?” “What if this trend actually goes away?” Doing these “what ifs” around all the trends that are happening can put us in a much better position as a company to ride that next wave of innovation and be there when those trends actually materialize.

Take Advantage of Every Resource

The third lens is to really get our resources into high gear. Are really taking advantage all the different resources that are available to us? Do we know what all the strengths are of our employees? Can we take advantage of those strengths? What are these people thinking and doing? Maybe we have special knowledge and expertise that we’re not even using on a daily basis. Could some of those capabilities help us move forward?

‎‎Also think about our physical assets. How are we utilizing our plants and our buildings? Are there more opportunities to take advantage of those assets and leverage those to really take our business in a different direction?

Understanding Our Customer’s Latent Needs

The fourth lens of innovation is really understanding our customers needs. Customers don’t often tell us exactly what the next product is or the innovation is that they want us to give them. Henry Ford once famously said if he had asked his customers, he would have built a faster horse.

‎‎So we have to analyze what the customers are actually doing with our products, how they’re using, how they’re engaging with them, so that we can see an opportunity to jump ahead. We have the knowledge of what’s going on in our industries, and know where the technology might be headed. But we have to interact with customers constantly understand how those things can better their lives and make their businesses better.

Call us at PBC for a free consultation and learn how you can ride the wave of innovation.

 

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This is one of the episodes of The Thinking CEO with Bernie Heine at BusinessTown.com.
 
 
 

Why Leadership Is a Choice Anybody Can Make

You don't need to be a CEO to be a leader. Find out how you can become one by taking charge of your own life and making good choices."

So I think one of the issues that we’re facing in our society today is a lack of leadership.

Hi, this is Bernie Heine, and today I want to talk about leadership as a choice. Who do you think of when you think of a good leader? And what are the characteristics of that person? Take a moment to reflect on that. What are the things that you value when you see somebody, meet somebody, work with somebody, and you say “wow! that person’s a good leader?” What are the things that come to mind?

Now think about some of those terms you might come up with. Maybe they’re outgoing or they’re very thoughtful. Maybe there’s a person that asks really good questions or the person that takes initiative/gets things done.

You Can Be a Leader

Now imagine for a second you can do all those things yourself, can’t you? Do you have to be the appointed CEO of the company? Do you have to be the manager of the department? Or can anyone exhibit those behaviors?

The fact is, we can all be leaders. It’s a choice we make. We have the ability as human beings to choose the outcomes of our lives. We choose things that we we want to do. We don’t have to take things as they are, we can change them. We don’t have to conform always to what everybody is trying to tell us to do. We have our own minds think on our own to go in our own direction.

The late Jim Rohn is an inspirational speaker, and one of the things he said once in his one of his talks was that his life changed when he realized it even rains on rich people. What he meant by that was happens to us tends to happen to all of us equally. If the economy goes up or the economy goes down, or there’s new innovations from other companies these effects happen to all of us equally. What we can do is how we react to those things. What we do about those things is what makes a difference for us.

And successful people recognize that they need to take charge of their own lives and be responsible for the things they want to change in their lives. So we think about leadership and all those positive things you were thinking of before, so what’s the opposite of that? These are people who blame the rest of the world on what’s going wrong in their lives. They can come up with hundreds of reasons why they’re not successful: well it’s the economy, well it’s my neighbor, well it’s my family, well it’s my upbringing. Or maybe it’s my boss or countless other things. These people point fingers at everyone else as to why they are not a successful individual.

The Oz Principle-Roger Connors, Tom Smith, and Craig Hickman

Well it turns out they’re just displaying more victim behavior than leadership behavior. In the book The Oz Principle, the authors point out a very simple graphic, and it’s a straight line across the page. They propose the question that we should all think about every minute of every day: am I above this line or am I below this line?

‎‎That line above the line means leadership behavior, and below the line is victim behavior, and all of us go through the process of going above and below the line all the time. When something bad happens generally our human nature is to react negatively and think “why did that happen?” and “what are they trying to do to me?” We need to quickly recognize in those moments that we have to pull ourselves up above the line and think and get above the situation and say “what can I do to make this better?” “what I make happen?” “what decisions can I take?” “what actions can I take to make the situation better?” rather than wallowing in the victim side, which is “oh well, all these bad things have happened n. that this is bad that’s bad these people are against me, and those don’t like me and my boss is always giving me all this work.”

Think about what is that I can do to pull myself  above? So am I above the line or below? Above the line is making the choice to be a leader and below the line is making the choice to be a victim, and these are clear choices that we make all the time to be a better leader. You take the challenge on to take the choice of choosing leadership, and these are clear choices that we make all the time to be a better leader. You take the challenge on to take the choice of choosing leadership.

Call us at PBC for a free consultation and find out how you can become a leader by taking charge of your own life and making good choices.

 

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This is one of the episodes of The Thinking CEO with Bernie Heine at BusinessTown.com.
 
 
 

Use Your Strength and Passion to Be a Great Leader

Bernie Heine explains that the more we focus on our strengths and talents, the more we get out of our lives. Learn how to find your own "Zone of Leadership."

So I was in a meeting with a group of clients the other day, and we were asked to point out one strength and one weakness. And wouldn’t you know, it’s very difficult for people to come up with those strengths and much easier to talk about their weaknesses.

Hi, my name is Bernie Heine, and today I want to talk about strength-based leadership. Generally for people, it’s easier to talk about what’s wrong about themselves or what their weaknesses are rather than focusing on their strengths, but the truth is the more we focus on our strengths, the more we get out of our lives. It’s my easier to get growth, grow ourselves, grow our businesses when we focus on strengths then when we are totally consumed with improving our weaknesses.

The Zone of Leadership

So what I’ll often do with my clients is do a little exercise around identifying what we’re really good at. And this is talking about knowing yourself, knowing what really important to you, what you’re good at, and what you’re really passionate about. If we go through this exercise of listing out all the things that we’re passionate about, and then also a list of all the things that were really good at. What are our core strengths? There’s a lot of assessment you can take to get there, but just having these two lists, and if you put those in a venn diagram in two circles, where the circles overlap, that area in the middle is what we call the zone of leadership.

Overlap of Passion and Talent

So whatever activities you engage in that are in that overlap of the two circles: things that you’re really good at, your strengths, and things you’re really passionate about. If you focus your activities on things in that zone of leadership, you really never have to work in your life. These are the things that you’re just so happy to do that it never feels like work. So I challenge you all to take a look at what are the things that I know I’m really good at? What are the things that I’m passionate about? And what’s in that overlap?

‎‎Let’s get in the zone. Think of yourself like that rock star that’s performing an encore at the end of a big concert. They don’t consider that to be work. In fact, they would probably continue to play all night if the venue would allow it. That’s witnessing somebody who’s in the zone. They’re thinking “wow! We just like to play because this is so much fun.” People in the work sense can be in the same place as long as you’re doing things you’re good at and things you’re passionate about.

Call us at PBC for a free consultation and learn how to find your own "Zone of Leadership."

 

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This is one of the episodes of The Thinking CEO with Bernie Heine at BusinessTown.com.
 
 
 

Sales Prospecting: The Vital Connection Between Marketing and Sales

Most people don't like prospecting but it is crucial to your sales and marketing efforts.
Bernie explains why and how to make the most of this step.

The better we are at prospecting, the better we are at selling.

Hi my name is Bernie Heine, and I'd like to take a few minutes to talk about prospecting and what that means for our sales process. Most people love to do marketing — getting out there, bragging about what an amazing company they are, all the great things we can do for our clients. It's fun to do marketing. It's also really fun to do the selling. When you're in front of a qualified lead and you've got a great discussion going, you know that this is somebody that needs what you have – you have the right solutions, you can solve their pains, you can sell them a great product. But how do we make the connection?

Improving Your Prospecting Technique

Prospecting is the hard part, that's the part that most people avoid doing at all costs. It's the prospecting. It's making the cold call, it's getting out there and proactively creating leads for your business. So marketing is good at getting some buzz and getting people to maybe call your company, selling is all about closing the sale, but the prospecting brings the two together. So we have to get out there and work with the leads that are coming in, we have to create new leads, maybe through networking, maybe through cold calling, maybe through cold walking when you just walk in to companies and ask if they can use your services, how can you help them, how can you be of service. So avoid not paying attention to this part, this is the part that makes the difference. It's the part that we can measure the most activity on – how often are we making calls, how often are we getting out there in front of the prospects that are really going to be our clients going forward, our customers going forward. So don't avoid the prospecting, do the prospecting. It's the magic piece that brings marketing into sales.

 

For more on sales prospecting, you may consider to read these blogs:‎‎

Read the blog - Use a System For Selling - Do you have a consistent sales process or are you just winging it?

 

Read the blog - 12 Innovative and Intriguing Selling Principles

 

 

 

 

 

We have been using and teaching the importance of Client Builder Sales system, a proven, practical sales and marketing method for small business growth. Please read this complimentary white paper:

Download the white paper - The Power of a Process for Increasing Sales

 

 

 

Call us at PBC for a free consultation and learn more about how to gain trust from your potential prospect by carefully establishing strategy for both prospecting and selling.

 

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This is one of the episodes of The Thinking CEO with Bernie Heine at BusinessTown.com.
 
 
 

How To Combat Self-Sabotage by Visualizing Business Success

Bernie Heine explains how to combat self-sabotage,embrace positive thinking, and work toward success.

"I can't do this."
"I'm not cut out for this."
"People like me don't work like this."

Hi my name is Bernie Heine. How many times have you had heard people talk like that? Where they're really self-sabotaging themselves, or seeing things negatively about themselves, and they're reinforcing that in their minds all the time?

Positive Thinking and Avoiding Self-Sabotage

Many people, you could say most people, have moments in their lives where they're self-sabotaging themselves. They're doing things that are directly against what they really want to be doing. They set out goals – we want to be successful, we want to do these things – and then we have all this negative talk in our heads that tells us that we can't do that – we're not good enough for that, we haven't learned that yet, other people do that but that's not where I fit in, I don't believe that I'm part of the cultural scene that should be doing that, we're from a different place, that doesn't work here – all these negative thoughts really drag people down.

Visualize Business Success

When I'm working with my clients, I'm always asking them to put that stuff aside, think positively about what you can do, what you can learn. The human being is an amazing organism – we can do so much, and we use only a minute percentage of the capacity of our brains. In fact, if you learn one new thing a second it would take you 100 million years to fill up your brain. So people can always be learning new stuff. It's impossible for us to outstrip the capacity of what we can learn or how we can learn to do new things. That's the place where we need to focus our energies, not on the stuff we can't do and all the excuses – being the victim and working our way into a hole, giving up the responsibility for our lives and everything around us – but really stepping up to be the leader, seeing the ways out, learning the new things we need to learn to be successful, programming our brains, reframing our positioning to say "I can do these things. I am capable of that and I don't need to listen to people that are saying I can't do it. I can do this." One of the keywords that we can insert in this equation all the time is "I can't do that YET."

 

For more on visualizing business success, you may consider to read our blog "Are You Focused on What Matters Most?." This is all about focusing on what's important, as the ‎ultimate strategy to succeed in any business.‎‎

Read the blog - Are You Focused on What Matters Most?

 

 

 

Call us at PBC for a free consultation and learn more about how to focus on the very basics of your business and make sure you excel at them every time and with every customer. We take this approach with all of our clients, using assessment tools like our Business Effectiveness Evaluation process and creating prioritized 90-day action plans.

Business Effectiveness Evaluation Tool

 

 

 

 

 

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This is one of the episodes of The Thinking CEO with Bernie Heine at BusinessTown.com.
 
 
 

How To Hire Great Employees: The One Secret You Need to Know

Having a great hiring process isn't enough to hire great employees. Bernie Heine tells you the one secret to build a winning team.

You've got an amazing job description, you're advertising all over, you've selected a great candidate – how come they don't always work out?

Hi, my name is Bernie Heine, and I want to talk about the hiring process and some of the pitfalls that often happen.

Change Your Hiring Process

When in the hiring process, we're laying out a very good job description – this is what needs to get done, these are all the things we want to have from people – but we also have to be a little bit careful of what we're asking for and make sure we've asked all the right questions about what's really important.

I have a client where they had a great process going. They brought in all kinds of qualified applicants, but they had a very high turnover rate. Now, granted, this was a tough job, and it was a little bit of a dirty job – it's not for everybody – but still, why were they having this high turnover rate? So I asked him to do a very simple exercise: we did a focus group. We did a focus group, not in the normal sense that you would think, we did it virtually. I asked him to imagine in his head that on one side of the room we have the four best hires he's ever made, that they're right here in the room with us right now, and on the other side of the room we have the four worst hires. What's in common and what's different? We went through kind of an interview process of people that aren't here, but we know who they are and we kind of know what they would've said if we asked some particular questions. We went around the room and interviewed these people who aren't here, but we know them. It all came down to one major difference: the people who were successful in the company had a higher level of intellectual curiosity. They were the people that would read the trade journals, be interested when the company was bringing on a new tool, and they would want to know how it worked right away and be the first ones to use it. The other group, even though on all other aspects were completely equal, didn't really care about that stuff – they they weren't interested in knowing where the business was going. so they added some questions to the interview process that incorporated intellectual curiosity, things like what kind of magazines do you read, what kind of things you do in your spare time. Just to find out if these are people that would be interested in advancing their education in the job, or are they just there because it's a job.

Hypothetical Hiring Process

The result was amazing, and they've had great hires ever since adding just that subtle tweak in the hiring process. So really what it comes down to is that we hire for attitude, and then we can train for aptitude, because you can't change somebody's attitude towards the job. What are those elements that were looking for to make sure we get the people that have the right attitude, and those people will end up being your long-term really successful employees. So I encourage you to think about all the questions you're asking, and are there some really critical differentiators you can add to your hiring process that could make the difference between long-term employees and high rates of turnover.

 

For more on hiring great employees, you may consider the following PBC resources:

Read the blog - 3 Watch Words When Hiring: Accuracy, Equity and Fairness

 

Download the white paper - How to Make Successful Recruitment Decisions

 

 

 

 

 

Call us at PBC for a free consultation and learn more about comprehensive plan on hiring for success.

 

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This is one of the episodes of The Thinking CEO with Bernie Heine at BusinessTown.com.
 
 
 

Stop Failing: How To Set and Realize Your Business Goals

Bernie explains how to set smart, specific, and realistic goals in order to drive your business forward.

Hi, my name is Bernie Heine, and I want to talk about some of the tools of change, and how these work in our brains to make sure we actually accomplish the things we're looking to do.

First, if we decide we want to go in a different direction, we're going to change the way we're running our business; the way we're running our lives. The first thing we need to do is establish some goals. But too often people will have a very vague goal – I want to lose weight; I want to grow my business – but how much? By when? We need to use smart goals to define that, so that we're able to really measure and track it, so that we know we are making progress. The S.M.A.R.T. acronym can help us create measurable goals:

S is for Specific

The first letter is S, for specific. It's not just a general thing, it's very specific. Like adding a hundred thousand dollars of revenue to the top line.

M is for Measurable

And then it needs to be something that's measurable. In this case, if it's money, that's very measurable.

A is for Achievable

We also have to know that it's achievable. Setting very unrealistic goals can be demotivating! So is it an achievable goal? Is a hundred thousand dollars the right number? Is $10,000? What's the number that is an achievable goal?

R is for Results-oriented

The next one is the R, for results-oriented. Is it something that’s going to give a result to my business? Certainly growing the revenue by a hundred thousand dollars would be a good result.

T is for Time Bound

The final one is the T, for time bound. Do I know when I'm going to achieve that goal? By the end of the first quarter? By the end of the second quarter? By the end of the year? What's the timing? Just so that I have a very crisp goal. For example, "this year I'm going to increase the revenue of the company by a hundred thousand dollars by the end of the year." That would be a smart goal for my revenue.

Setting Goals

Another tool that we have available is setting goals. Not only short-term goals, but also long-term goals. Have I thought about what my overall objective is? Where do I want to be five years from now? What do I want to be doing in 10 years, versus what do I want to be doing next week? So this means separating the smart goals out into longer-term goals, but also very short-term goals that are actionable right now.

Affirmations

One of the other things that often holds people back is that we don't believe in ourselves. We don't believe we can do things. A tool that we can use for this is called affirmations. Affirmations are listing out, let's say, 20 things that you really love about yourself. You like that you're smart, you like that you are well-educated, you like that you are able to speak to people, or you like that you're able to do detailed calculations. What is it that you like about yourself? You like that you're a great family person, or you're a great husband or wife, or you're a great father or mother. What is it that you really love about yourself? Remind yourself about those things. Write those down, put together a list, and then review that list either on a daily basis, one item a day, or the whole list every day. But keep that list front and center, because that reminds you of how amazing you are as a person.

Visualizations

Another tool that we have is visualizations, or thinking about what's possible in the future. How often do you take the time to sit back and really think about the future for yourself? Taking a little bit of time each day, and visualizing what's going to happen next month, next year, 10 years from now, is not only inspirational, but it helps set the direction. It points you in the way that you want to be going, so that you know when you're there; you know when you're on the path; you're seeing the signs that are bringing you in that direction.

Action Plans

And then we also need to have action plans. Once you have those smart goals and you're visualizing where you want to go, what are you doing now? So often I see people that have hundred point lists and there's no priorities in there, just kind of bouncing around being pushed around from one deadline to the other. What's your list? Do you have a list – an action item list that helps you prioritize what are the most important things that need to get done today, this week, this month? Lay it out with the priorities.

Focus on the Good

Now, once we have all these tools in hand, how do they work for us? Well, there's a very interesting filter in our brain that helps us achieve these goals, and it's called the RAS: the reticular activating system. This filter is what keeps us sane, in a way. Our brains are receiving about a hundred million impulses constantly. Right now, you're paying attention to my voice, but you're also seeing the lights, or the color of my shirt, or you're hearing some other noise in the background. There's all these things going on around us, but the filter in our brain, the RAS, is tuned in to the things we pay attention to. For example, how many times have you been at a noisy cocktail party, and somebody way on the other side of the room calls out your name and you hear it? You hear that because your filter is turned on to hear specific things all the time. Or let's say you buy a new car, and all of a sudden you notice everybody has that car. You see that car 10 times a day, you never noticed it before. But now you that you own one, your brain is filtered to look for it. When you set goals, when you write down your affirmations and pay attention to them, and when you have your action plans, you're training your reticular activating system to pay attention to the things that matter to you most. And the more you focus on the good things in your life, the more they grow. A famous Harvard professor once said, "When you appreciate the good, the good appreciates." So appreciate all that's good in your life. Focus on those good things, your brain will help you do it, and you'll be the success that you really want to be.

 

For more on setting and realizing your business goals, you may consider the following PBC resources: 

Read the blog - Realistic Goals = Business Success

 

Download the 3-Step Goal Settng Worksheet

 

 

 

 

 

Call us at PBC for a free consultation and learn more about the very high correlation between business success and having clearly articulated goals for what you want to accomplish.

 

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This is one of the episodes of The Thinking CEO with Bernie Heine at BusinessTown.com.
 
 
 

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