CELEBRATE INDIVIDUALITY

Books often celebrate being “the best” at whatever one does much more adequately than does life itself. Whether exhibited through sports or in celebration of creative expression, unique talents or gifts of individual achievement, people are fulfilled by the recognition they receive from others and (perhaps more importantly) from the satisfaction they derive from their own successes and accomplishments. Great books, however, rarely provide pure entertainment or escapism – they teach lessons through their insights and illustrations by providing examples of successful decisions (and the results of those choices) and the ramifications of poor decisions or inappropriate actions. We should pay attention to the lessons stories teach us as we chart a path – determine the directions we wish to take – as we travel through our everyday lives.

Some people seem able to accomplish any task, anticipate any challenge, and resolve any conflict without much effort. The Natural, a story about a baseball player born with raw talent to be the best before falling victim to his own success, leading to his discovery of truth and meaning in a life far different from that once imagined, epitomizes this type of individual. Very few “naturals” survive well in highly controlled environments, often labeled as “troublemakers” or “disruptive” within a structured workplace. Within relationships, “naturals” must develop opportunities to channel their gifts – be given chances to shine in the darkness – or they will (intentionally or inadvertently) reveal the inadequacies of those around them rather than building upon their intrinsic strengths. People must given the freedom to fail as they seek opportunities to succeed if they are to realize their innate abilities.

Identifying “naturals” can be a difficult task without providing an innovative environment that fosters (and rewards) an individual’s contributions through personalized (and meaningful) rewards. Without the freedom to expand their horizon, “naturals” often become bored (due to their ability to accomplish things easily), leaving them time to disrupt or disturb others. When you find a “natural,” celebrate your discovery by providing new and ongoing challenges that will allow his or her efforts to contribute to accomplishing things that will add to the “greater good.” If you ARE a natural, recognize that others may not think like you, experience life as you do, nor approach issues in the same manner – and that it is OK they are different. Remember that the broad parameters and boundaries you prefer might make tasks that are simple for you seem much more difficult for others who may have to remain focused on the “ends” if they are to establish the “means” to achieve results.

The Fountainhead details the struggles of an innovative young architect named Howard Roark striving for success on his own terms. Howard must leave the architectural program at college when faculty and administration member are unable to “mold” him into a “traditionalist” designing with columns, facades and acceptable concepts. Roark preferred to follow his own dreams – to design what he felt was unique and practical rather than what was seen as being functionally efficient others. Peter Keating, a classmate lacking Roark’s brilliance and love of architecture, gave his professors exactly what they wanted and graduated with high honors. In a masked celebration of creativity and individuality, Howard submits a radical new building design to a developer through the traditional Keating, seeking animosity in exchange for a promise to construct the building as submitted on the prints. During the construction phase, Peter allowed many modifications resulting in a building reflective of the gaudy architectural trends rather than the creative work originally proposed. Howard, in a fit of rage, destroys the project rather than allowing it to stand – refusing to compromise his efforts or to subvert his ideals.

While a “black and white” person like Howard may be difficult to work with at times (because of an unwavering quest to accomplish the goal without compromise or negotiation), one will ALWAYS know where they stand and what they might come to expect from him or her. In dealing with such a personality, be sure to understand the underlying “why” beneath their actions rather than simply taking actions at face value. We often find ourselves accomplishing great things that were not previously been deemed possible when we embrace creativity and exhibit individuality. We must allow the unique – the unproven – to have a place in our lives if we are to achieve greatness.

Another book written by Ayn Rand, Atlas Shrugged, is one of my favorite books about individual accomplishment prevailing at the expense of societal “good” gone too far. For those unable or unwilling to read a book, pick up the movies (both The Fountainhead and two parts of Atlas Shrugged are available). Either book would make a “great read” as you seek to become all that you can be! Join The Natural as he finds success, share Roark’s quest for perfection or allow John Galt to guide you through Rand’s eerie prognostication of our times. You will be transformed as the words jump from the pages to become indelibly imprinted upon your mind.

There are far too few Naturals or Howard Roarks in today’s world. I often look around to find a world of bottom line thinkers – of endless analysis intended to establish foolproof systems. I see a structured world that rewards accomplishment but penalizes creativity – that encourages “team-think” while negating individuality. In order to maximize potential we should consciously strive to celebrate creativity – to reward those marching to the tune of a different drummer. We should seek to dwell within “the possible” rather than living within “the probable,” constantly embracing innovation rather than accepting the status quo. While structure and systems may be necessary for business to survive, perhaps our economy would have a better chance at thriving if we dared to dream, seizing the opportunity to fail – to grasp success from the jaws of defeat.

Take the time to read a good book about creativity, individuality or accomplishment in the face of great odds or unparalleled objections. Given the choice between breaking a rule and breaking the spirit, I would choose to obliterate the rule rather than (even marginally) inhibit the spirit. What about you?

FIND THE REALITY BEYOND THE OBVIOUS WHEN SEEKING TRUTH

I read a newspaper article the other day that portrayed an obvious truth yet it left out much analysis as to WHY the story might be real. The story was about healthcare, stating that Michigan employers had quit providing insurance to more individuals than any other state in the country during the past ten years. We led the country for many of those years when it came to unemployment so would it not make sense that many employees lost their employer-provided healthcare benefits? Implied was that more employers in our state are discontinuing employer-paid health plans in response to the Affordable Care Act than in any other – but a little wisdom would validate this reality as being the result of our state leading the country in unemployment for many of these years (resulting in a loss of employer-sponsored health insurance). Further, news that our state has bounced back and is replacing lost benefits with new plans was strangely absent.

Why is today’s news created for us rather than reported to us – sensationalized and editorialized rather than honestly revealed? News is but one example of a trait running rampant within our daily lives. What would happen if we all took time to look past the obvious when we see or hear information – to see what might truly be behind the curtain as we seek what might hide just past the frame our mind creates around the real story that is often hidden beyond the initial picture we visualize?

A lighthouse can be a powerful sight against a stark blue sky. Beauty upon the rocks set against a calm sea in the background – perched upon a solid foundation built to survive the test of time. We could stop at that image if we wished – or fast forward to the purpose served by a lighthouse during a storm. We could enjoy the beauty OR appreciate it for the lifesaving benefit it provides when serving as a beacon leading ships to safety.

A pier can be a support or a gateway. Many would walk upon the surface of a pier and find the stability it provides as a platform above the sea. Shops fill its surface or meals be caught from its edges. A dock is a foundation from which the world can seen – to which ships can be moored allowing visitors to come and go. Much truth can be found if a pier is examined from beneath its surface. Strong supports frame the world beyond a pier – supports that hold it firm against the power of the tides. Taking time to look beneath the surface of a pier can provide a new perspective to life – finding strength beneath the obvious that makes us what we appear to be.

A view from a seaside resort can reveal beautiful trees and the depths of a powerful ocean. It can show us rocky cliffs or sandy beaches – lush gardens or seemingly endless horizons. We can soak in the obvious beauty around us or frame it within our minds to capture it for all times. We can (as I once heard a fellow tourist say) “see as much as we can in an hour then move on” or we can take our time to soak in the beauty of our surroundings and find all that nature might reveal. We can hurry through life as we take pictures in our minds that might remind us where we were or we can take the time to create a masterpiece – painting each moment in time as if it were the beginning of an eternity (which, indeed, it is and should be!).
 

Life and relationships are much like the snapshots and thought fragments presented here. We can take what comes to us as it appears to be or we can find meaning behind the moments. We can accept what seems apparent or look beneath the surface to find what is being hidden by the obvious picture we see – what might be causing the action or creating the issue rather than focusing on only upon the results. Far too many relationships seem to be cursory affairs viewed like the news rather than a part of an ongoing continuum – brief instances that become history rather than a foundation upon which a future will be built. Let the circumstances of each situation serve as a platform from which to launch new experiences rather than a cliff from which to dive – a beginning rather than an end. Live each day as if it were the last you might be given rather than trying to end each moment in total and ultimate control. Seek not that which you know – strive to understand that which is a mystery. Refuse to accept the narrow frame that many build around their finite and defined reality. Reach for the picture beyond the frame – for the potential beyond the probable as you seek to fulfill the potential within each relationship you share.

IMPLEMENTING CHANGE

What makes us decide to do things differently – particularly if the things we are doing provide us comfort or a measure of success? What makes us wander from what is familiar to us in search of unknown opportunities? If we wish to move beyond our current station in life – expecting something different to result from our actions and choices – we must start by deliberately considering of an intentional act that, when taken, will forever change us. When we consider the ramifications of changed behavior and act to implement change we redefine where we are going (one should not expect similar results when doing things differently) by intentionally altering where we have been and what we have done while moving relentlessly towards where we want to be.

Far too often success breeds arrogance, which leads to complacency. If we ride a single success beyond its effective lifespan – thinking “our way” is the only way – someone else will either assume our market share (by improving upon what we do), force us to change (by revealing the shortcomings of our established approach), or disrupt our stagnant but comfortable existence (by offering a more exciting option). We must actively appraise the things we do – both within our work and our personal relationships – retaining those things that contribute to our growth and replacing those that hold us back. By continuously analyzing both our strengths and weaknesses, identifying the things that hold us back and leveraging those that pull us forward, we can remain an effective contributor to the life around us.

 

Recognizing that change is the only constant in life is necessary if we are to enjoy the rewards that come from accepting the risks of change. We must learn to embrace the possibility of failure – recognizing that with failure comes learning which leads to growth. Success is not born through frantic movement without direction or purpose. It comes ONLY when we stop what we are doing – when we consider the many paths upon which we could travel – so we can begin doing something new by taking a new road in a different direction.

 

Whenever we initiate change, we must recognize and acknowledge three major factors - intentionally identifying and addressing their hold upon us:

• We must acknowledge where we have been, recognize what we have accomplished, and wish to be or do something different before we can start to travel upon a new path. How can we better serve our customers? What can we do to improve a relationship? Must we alter our behavior so that we can remain relevant within a changing world? Is there anything that we can do to strengthen another – or that we would be willing to allow another do to help strengthen us? We recognize the need for change when our goals or objectives have changed. We must consciously step from our original path onto one that will refocus and redirect our efforts if we wish to harvest the fruits of change. Before embarking on such a path, however, internalize that our desire to begin something new is stronger than our contentment with what we have – that moving forward provides more desirable rewards than remaining where we are.
• We must stop doing the things we are doing – that we have always done - no matter how effective they may have been in the past or how comfortable we might be in doing them. When we accept and acknowledge that change is necessary we must abandon the paths (and methods) with which we are comfortable, intentionally and deliberately walking away from the safety provided. A change in paradigm must often occur – walking away from “what is usually done and accepted by others” towards “what has not yet been tried.” A disciplinary procedure must not always include time off without pay (what is the value of suspension when an employee chooses not to work in the first place?). A relationship must provide all involved with a measure of satisfaction – building the esteem of all parties – or it is nothing more than a hollow structure built on shifting sand. How can a meaningful relationship be maintained if both parties want everything “their way” with neither willing to “walk a mile” in the other’s shoes?
• As we identify and abandon the habits and actions holding us back we must move forward in a way that produce positive growth and change – that rewards us for our efforts so that we will continue to reach for new horizons. We all have personal strengths – the characteristics responsible for any success we have achieved. Everyone can celebrate “peaks of accomplishment” in their past. Far too many, however, choose to rest within the quiet valleys beyond their achievements, gazing up and establishing value based on those things that were done in the past rather than on those things that have not yet been identified. In order to realize meaningful change we must identify the thoughts, practices and actions that brought us to our heights (to replicate them) while discarding those that brought us to our knees (to avoid their recurrence).

People must change more than their outward appearance if they expect their path to shift significantly. We often hear about “new and improved” products only to find nothing but the packaging has changed. Television networks frequently change the night that a failing program airs in order to gain viewers from a less competitive offering. If we are resolved to change we must consciously decide NOT to “stay the course” by innovatively clearing a new path into an unknown wilderness. We must acknowledge our past (both the wins and the losses) before we can define our present (from which we must move forward) if we harbor any expectation of creating a different future (that holds limitless opportunity). In order to initiate change it is important that we continually take stock of what we are doing and where we are going – then actively seek paths that will lead us from complacency to new destinations, new relationships and new opportunities. When we come to a fork in the road we must move forward rather than waiting for our path to be determined by someone else.  Once we identify our new direction we must resolve to move forward – for nothing will change until we consciously and intentionally move from where we are towards where we wish to be.

LIVING LIFE

Some people go through life without making waves. They follow the crowd and minimize the attention that making independent decisions or entering uncharted waters might bring. They take highly travelled routes to well known destinations, thereby avoiding unknown, unproven or untested territories. The compliant live a safe existence taking few risks while receiving occasional rewards. Seen by many as successful, these individuals act in a predictable manner to achieve accomplishments already reached and perfected by others. They are keepers of the status quo – willing to do whatever is required to maintain an existence offering much comfort with little risk. They establish a satisfactory and acceptable level of success while virtually eliminating the potential of failure. They rarely lose big within their sheltered existence – yet one might question how much can be gained if very little is risked. The world needs people willing and content to “do what is right and acceptable” as they fill defined roles and accomplish assigned tasks – but more than compliance is needed if we are to experience all that life might offer or fulfill the potential we all could realize.

I would prefer to associate with people willing to take risks – however calculated or intentional they may be – in order to accomplish new things and define new horizons. People who look at a sunrise as the beginning of an unknown adventure rather than the end of night’s darkness are visionary leaders. People who see what could be rather than live within what is – or what has been – have unlimited potential. I seek those willing to say “no” to what is acceptable and understood as they travel paths not yet paved while seeking destinations not yet finalized. I prefer to associate with individuals who recognize the crowd as a reality but refuse to be a part of it (UNLESS they choose to lead it to a new horizon). They see the sky as a possibility rather than as a limit. Theirs is a world of “what if” rather than “what is.” To these achievers, each new destination is but a resting place – a brief respite within a lifelong journey rather than a landing zone used to establish a permanent settlement. New beginnings are common to those seeking closure to what has been while seeking what might yet be. They are foreign to those finding comfort in what is – seeking shelter from the unknown within the well defined.

Life is a choice between two paths – one leading towards the sky, the other leading towards the valley. We can take the road most travelled and find comfort within the valley – find a proven lifestyle providing rich and predictable rewards – OR we can seek the rarified atmosphere of the mountaintops – find a new horizon in whichever direction we wish to look. We all choose which path we wish to travel – neither path being totally “right” or completely “wrong.” We live with our choices – hold fast to the possibilities (or the probabilities) that our actions dictate. Whether you are a seeker or a planter – a dreamer or a doer – if you invest all of yourself into your intentional actions you will receive back all that your choice allows – limited only by your own acceptance of (or refusal to accept) reality.

LEARNING TO SUCCEED BY ALTERING OUR PERSPECTIVES

The world has become a place in which change is the only constant. If we stand firm without seeking to improve ourselves or increase our contributions we may find ourselves “on the outside looking in.” While many seek work, the sense of security offered by a solid job can become a prison from which one cannot escape if it fails to provide the opportunity to grow and advance.

In today’s competitive environment, people cannot be stagnant within their lives – cannot do only what has been assigned or is expected – if they hope to taste success, fulfillment, recognition or growth. Looking back (instead of ahead), remaining content with the present (rather than building upon the present as a step into the future), and doing what works (as opposed to seeking what might work better) are signs of terminal stagnation. Being more afraid to move towards a new opportunity than remaining in an unrewarding situation is also a sign of stagnation. We must not simply LOOK ahead if we want to enjoy or experience change – we must act intentionally if we expect to move from comfortable reality towards a land of undefined (and often unlimited) possibility.

There are several pitfalls that limit our potential – that minimize our ability to bring dreams to reality. Recognizing these traps (and taking action to avoid their clutches) can help free us from a self-imposed prison that might easily become a state of sheltered (and often stagnant) reality. To ensure success, consider and be aware of these precursors of failure:

• Those content with what they have – with their status, position, relationships or potential – are often content with the skills or knowledge they possess. To move forward we must continually upgrade and apply our abilities – refusing to accept “what is” as an end but rather as a means to “what might be.” What was once necessary to maintain a life-long job is no longer sufficient in today’s world. A secretary needs word processing proficiency. Many production workers need to run automated machinery or understand statistical process controls. An HR Professional must maintain his or her knowledge of legislation impacting the workforce to insure compliance. A homeowner must understand the demand for energy when rewiring his or her home or the circuitry will not withstand the demands placed upon it by our reliance on electronics. Individuals who “fail to know” typically fail to grow.

• Those who are comfortable living and working at a steady, unhurried pace often confuse being efficient with being effective…or worse, keeping busy with being productive. An e-mail may be efficient, but a conversation could more effectively resolve an issue without extended “replies and clarifications.” Leaving a note as to where you are might be efficient but calling someone to give a personal explanation can be much more effective. Placing a call without leaving a message necessitates the return of a call to clarify an issue. A person may appear busy but unless a concrete objective is accomplished – a sense of urgency linked to the completion of a stated Organizational Goal – the activity is no more meaningful than dust in the wind. Effective people make sure that every investment of time and/or energy has a direct and measurable impact on their – or their organizations – ability to conduct business.

• Those who are content with who they are and what they might contribute often believe they are irreplaceable. In the workplace, when an employee feels that nobody could EVER do what he or she does, that employee has probably limited what he or she could ever accomplish. If nobody else can do your job, then you will never have time to do anything other than your assigned tasks. Individuals who believe they are “critical” to the Organization within their limited and specialized role do not typically grow – they simply reinforce stagnation and the acceptance of mediocrity. If nobody else can do the things you do, you will never be able to seek new horizons or accept new responsibilities. It is difficult to be important to anyone else when one becomes so self-absorbed and self-important that the views, opinions or thoughts of another do not matter.

• No one person knows all the answers because, singularly, we cannot begin to know all the questions. To avoid failure one must always be open to new ideas, techniques, and ways of doing things (particularly if we wish to grow). Innovation and resolution-based problem solving comes from applying new ways of doing things to accomplish existing tasks. One can truly contribute ONLY after identifying the limitations of current systems, policies and procedures, asking questions as to how they might be improved then moving forward towards the adoption of more effective resolutions. People who know all the questions are often more valuable than those who feel they know all the answers

• Individuals destined to fail often assume all credit and seek recognition for positive results with which they are associated – deferring or shifting the blame upon others for each failure. People recognizing and acknowledging the ideas and actions of those who make things happen – and assume the blame if things go wrong – will win loyalty, be recognized as leaders, and become vital contributors to the activities around them. When one assigns the responsibility AND holds an individual accountable for results, providing the opportunity to rectify mistakes should they occur, ownership is clearly established. Think about how much we could accomplish in life IF ONLY we did not care who received the credit!

• Learning to succeed involves sharing the lead. We do not establish confidence and credibility by always assuming the lead. Rather, a delicate blend of “me first” and “I am right behind you” is needed to gain another’s confidence. A person is measured more by actions than by words. To retain credibility, others must be encouraged to grow up through the ranks – forging a path that the group can follow – with you “watching their back” so as to minimize the consequences of a fall. A good leader cannot always be first – but must never push the team into avoidable trouble from a “safe position behind the lines.”

As you take time to plan where you are going, think about how you are going to get there by maintaining a positive perspective along the way. Learning from the failure of others is often easier but acknowledging and moving forward from our own is somehow much more effective. In order to succeed we must identify and nurture “the possible” rather than accepting and hiding within “the probable.”

DEALING WITH DIFFICULT PEOPLE

I am admittedly more patient than most and often overly emphasize the positives a difficult person contributes to resolving situations rather than dwelling upon the negatives they might bring to the table. If I can see more good than bad (and I tend to look at the world through rose-colored glasses), I will probably remain tolerant of someone’s shortcomings as I seek to recognize and leverage their strengths. I have always attempted to encourage individual creativity or contribution by maximizing their impact and subtly molding the more disturbing qualities a difficult person might express into actions more conducive to improving the team rather than making too big a deal over the small distractions they create. I tend to focus on results rather than on process – feeling that as long as the objective has been achieved, why should I worry about how it was done (as long as it was done ethically, legally and within my personal framework of values)? I am less concerned about who get the recognition or receives the praise for an action than I am about how the action ultimately advanced the whole. I probably live more in a world of “where can we go” than in one of “who’s driving the bus.” Over time, though, I have come to learn several things about people – perhaps the most significant being that some are just plain “difficult!”

Difficult people often like to speak their mind and get their way. They do not like being over-ruled or having their actions corrected without a solid, rationale reason (and even then, if the reason is another’s rather than their own, may not accept it easily). Their contributions to a group can be minimized by their lack of acceptance and their suggestions overlooked due to their seeming dominance in getting their own words heard (a group does not like a cocky know-it-all or one whom never gives recognition to others) regardless how valuable the contribution. Difficult people tend to:

• Talk more than they listen
• Act more than they consider
• Hide their own inadequacies by accentuating the weaknesses or mistakes of others

Rather than continuously raising their own level of performance, difficult people tend to set themselves as the “bar” while keeping others below by actively and intentionally diminishing their ability to contribute. Difficult people focus on themselves, their own actions and their personal feelings as they seek to “get their own way.” Due to their prevalence (and the number of issues their actions create), it often seems easier to avoid confrontation with difficult people than to address it head on. To escape the problem or avoid the confrontation we may:

• Ignore difficult people altogether (hoping they will go away)
• Minimize conflict by feigning interest (whether or not we intend to act on what they say) then do what we were planning to do without regard to what we may have head
• Take intentional action to avoid interacting with them whenever possible (we need not change our actions act if we never know alternatives)
• Put up a seemingly strong front, resisting what they say UNTIL we are beaten down to the point we give in and “do things their way” rather than arguing anymore, or
• Worry ourselves sick in anticipation of a problem without ever simply addressing the issue so that it goes away

While selfishly effective (except, perhaps, for the last choice), do any of these responses really resolve the problems that difficult people may cause OR are we simply avoiding the obvious as we escape into an internal “safe place” that may cause others to silently suffer with us as we ignore the pain and live with the ramifications?  To effectively deal with difficult people, we must:

• Identify a common goal
• Discuss how the goal is to be accomplished
• Identify the “road marks” we expect to see along the way that will verify and validate our progress
• Assign definitive ownership to individual actions THEN
• Establish (clearly and concisely) who will do what, who is in charge, and what will happen should an expected task NOT be accomplished
• Draw definitive lines, assign tangible responsibilities and allow acceptable “room for error” as things progress to their logical conclusions

Whether interacting with “easy” or with “difficult” people, say what you plan to do THEN bring your words to fruition with timely and intentional actions. When establishing accountability and consequences, say ONLY what you are willing to follow-through on (NEVER say “this will happen or else” unless you are willing to deliver the promised consequences should the action occur. Making hollow threats and establishing artificial conditions minimizes both your credibility and your effectiveness within any relationship). To establish a situation that allows both you and your "difficult counterpart" to win, look at the big picture - seek the mountaintop rather than the valley.  It may be more work but the view from the top makes it all worthwhile!

USING S.M.A.R.T. BEHAVIOR TO INSURE SUCCESS

I have often heard that nothing unexpected will ever happen in your life until you plan on doing something (obviously, you may be just as surprised by something happening if you do not expect or intend for anything to happen). You will never be lost If you do not care where you are going (nor will you ever arrive at an anticipated destination). You will never learn to stand for your own principles if you expect to rise to the top on the backs of others (though you may learn to react and respond to the unpredictability of others). You will never be disappointed when you fail if you have not established any expectations. In order to initiate change – another name for “resolution” during this time of new beginnings – we must keep an eye upon our destination as we intentionally seek direction along the way in order to achieve positive forward growth. A simple guide to use as we set these objectives could be the acronym S.M.A.R.T. Being smart about our choices, alternatives and options is probably the best way to insure that our resolutions come true during the coming year. Expanding this simple acronym, remember to:

Be SPECIFIC about what you want to accomplish. When we say specifically what we need to do, how we want to change, what we seek to accomplish, and what we expect because of our actions, we have a far better chance to succeed. If we enter a process having poorly conceived expectations and an inadequate definition of what constitutes success we will never know when we are done so we will be unable to bring closure. Being specific means knowing WHAT you want to do, WHY it is important, HOW you will address it, and WHO else should be involved to bring your specific goal to fruition. Resolving to “be a better person” is a great statement but what does it mean – and who would you have determine the success (or failure) of the change?

Utilize MEASURABLE STANDARDS to monitor progress and identify completion. While you might be able to accomplish much in spite of yourself, you must be able to measure progress in order to manage the process. Accomplishing an objective without relying upon landmarks along the way is like sleeping through an open-ocean crossing – you might make it to the coast but may not end up in the proper port unless you have measured your progress (and made decisions based on that progress) along the way. If you want to lose weight your goal will be more attainable if you say that you “want to lose 10 pounds in the next thirty days” than if you choose to “lose a lot of weight” without establishing when it will be accomplished or how much you wish to lose.

Set ATTAINABLE goals. Individuals setting New Year’s Resolutions often fail within this area. Too often people set their sights on the destination rather than focusing upon each individual step along the way. When we focus only upon the destination we may lose sight of trail we must take, potentially losing track of the twists and turns that might otherwise simply slow our progress. Should we wander from the path by focusing solely upon our objective (rather than thinking about the road we must travel) we may become lost in a swamp, never returning to the right course. Set goals that are just beyond your reach. One can fill a basket with apples from the ground beneath a tree (though many will be bruised and damaged). Reaching just above the lowest branches – just higher than is comfortable – will assure a much better harvest. Wanting only apples from the top of the tree might produce great fruit but the risk of falling might counteract the gains in quality.

Be REALISTIC with what you want to accomplish. Typically we must avoid the use of absolutes when establish goals. Saying things like “I will never break the speed limit” may be an admirable objective but probably not a realistic goal. Saying that “I will never eat sweets” may be commendable but cutting down a bit at a time – using measurable steps and definable markers along the way – is a much better way to accomplish your overall objective. (A friend once said that she was going to “give up purchasing chocolate for Lent,” an objective that DID NOT keep her from eating chocolate that someone else purchased.) The best way to run a race is one-step at a time – trying to cross the finish line before you have run the course is not terribly realistic.

Establish TIMELY parameters for the accomplishment of your goals AND for each step along the way. Once you have established specific goals or stated actionable resolutions that are measurable, attainable and realistic you must set a timeframe for their accomplishment. If you try to look too far down the road while travelling you will invariably lose your way amongst the clutter of everyday life. If you embark on your trip without a map, a compass, a set of instructions (or a Garmin), you may never make it to the end on time unless you define when you will be at each juncture of your journey. Keeping track of time keeps us on track most of the time. Do not be swept up in the “we will get there when we get there” mentality – intentionally seek results in order to finish the race in a strong manner. As a final timely note, do not make quiet resolutions. Shouting them from the rooftops (or at least sharing them with at least one other person) can lead to accountability and insure they are accomplished.

Be S.M.A.R.T.when establishing goals and making resolutions, S.M.A.R.T. when moving towards their accomplishment, S.M.A.R.T. when monitoring progress and S.M.A.R.T. by bringing closure to one goal before immersing yourself in the next. Utilizing S.M.A.R.T. process control truly ensures success – step forward by demonstrating your “S.M.A.R.T.(s)” today – both in your professional AND your personal life!