Goals have a property we can call immediacy. An immediate goal is directly connected to whatever you're doing right now. For instance, right now I'm typing this with the goal of finishing the article you're reading. By contrast, less immediate goals are less directly connected to what you're doing right now. For me, right now, a less immediate goal is to help project teams work more effectively. I'm typing this, in part, because I hope that people reading it might gain some insights that they can apply.
A goal's immediacy determines the effectiveness of any particular goal achievement strategy. To achieve a less immediate goal, focus on it. Contemplate it. Imagine it. Imagine achieving it. Imagine having achieved it. When you do, you wake up your passion, and you unconsciously do what's necessary to achieve that goal. [Note]
Imagining success is far less effective for immediate goals. If I want an ice cream cone from the store across the street, imagining it probably won't make it happen. To achieve immediate goals, focus on what you have to do, and then you'll take action.
For a less immediate goal, focus on the goal, and the doing will take care of itself. For a more immediate goal, focus on the doing, and the goal will take care of itself. It's when we get the two confused that we get into trouble.
To help people and organizations achieve goals, use these same principles. As a manager or leader, you're responsible for your own personal goals, but you also take some responsibility for organizational goals and for goals of subordinates.
When the goal is immediate, do what you can to help people focus on what they need to do to achieve the goal. When the goal is less immediate, do what you can to help them visualize achieving it.
It's when we get
passion and action
confused that we get
into troubleFor instance, a near-term project milestone is an immediate goal. Although focusing the attention of the team on the milestone might be helpful, still more helpful would be a focus on this week's work, because that's what people must do to achieve the goal.
On the other hand, since goals related to, say, business development tend to be less immediate, a more vision-oriented approach is likely to be more effective for them. Focusing a team's energies on what life will be like when we complete this set of projects could provide people with the guidance they need to set their own priorities consistent with that less immediate goal.
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For more on achieving and inspiring goals, see "Corrales Mentales," Point Lookout for July 4, 2001; "Commitment Makes It Easier," Point Lookout for October 16, 2002; "Beyond WIIFM," Point Lookout for August 13, 2003; "Your Wishing Wand," Point Lookout for October 8, 2003; "Give It Your All," Point Lookout for May 19, 2004; "Knowing Where You're Going," Point Lookout for April 20, 2005; "Workplace Myths: Motivating People," Point Lookout for July 19, 2006; and "Astonishing Successes," Point Lookout for January 31, 2007.
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More articles on Personal, Team, and Organizational Effectiveness:
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- When we have successes that surprise us, we do feel good, but beyond that, our reactions are sometimes
self-defeating. What happens when we experience unanticipated success, and how can we handle it better?
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- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
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- Why Don't They Believe Me?
- When we want people to believe us, and they don't, it just might be a result of our own actions or demeanor.
How does this happen?
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- Adopting business fads is an expensive organizational pattern, with costs that extend beyond what can
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- A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem
is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional
activity, we can use the data to spot trends and take corrective action.
Forthcoming issues of Point Lookout
- Coming April 1: Incompetence: Traps and Snares
- Sometimes people judge as incompetent colleagues who are unprepared to carry out their responsibilities. Some of these "incompetents" are trapped or ensnared in incompetence, unable to acquire the ability to do their jobs. Available here and by RSS on April 1.
- And on April 8: Intentionally Misreporting Status: I
- When we report the status of the work we do, we sometimes confront the temptation to embellish the good news or soften the bad news. How can we best deal with these obstacles to reporting status with integrity? Available here and by RSS on April 8.
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Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.