My Goals for 2013, or lack thereof
This should be a quick post since I have decided not to have any.
I suppose I should explain. Every year I go through a little ritual where I right down all that I want to accomplish. I make list after list of all that I want to do. And then I never do them. As I write this I cannot think of a single instance where I have completed anything on a yearly goals list. It is certainly frustrating.
I have been all set to do the same this year, just waiting to sit down and write them and then publish them on this blog Last night was the night that I finally broke through the inertia on the blog and after last night’s entry I put in a little work on what I wanted to accomplish this year.
In the midst of all this I came across a really interesting article that maintains you shouldn’t set any goals. That’s right, you should consider not setting any goals. Sheer heresy! no? Here is what the author Peter Bregman wrote
We all know how important it is to have goals, right? And not just any goals, but stretch goals. Big Hairy Audacious Goals (or BHAGs, as they’re known to the inner goal-setting crowd).
It makes sense: if you don’t know specifically where you’re going, then you’ll never get there. And if you don’t set the bar high enough, you’ll never live up to your potential.
This is accepted common sense in the business world and it’s reinforced by research. Like that study done on the Harvard Business School class you may have heard of, in which only 3% of the graduating students wrote down clear goals. Twenty years later, those 3% were worth 10 times the worth of the rest of the class combined. Compelling, right?
It would be if it were true. But it isn’t. That study doesn’t exist. It’s pure urban myth.
Bregman goes on
Questioning the wisdom of setting stretch goals is like questioning the very foundation of business. We might debate which goals to set, or how to set them, but who would debate whether to set goals at all?
I’d like to.
It’s not that goals, by their nature, are bad. It’s just that they come with a number of side effects that suggest you may be better off without them.
The authors of a Harvard Business School working paper, Goals Gone Wild, reviewed a number of research studies related to goals and concluded that the upside of goal setting has been exaggerated and the downside, the “systematic harm caused by goal setting,” has been disregarded.
They identified clear side effects associated with goal setting, including “a narrow focus that neglects non-goal areas, a rise in unethical behavior, distorted risk preferences, corrosion of organizational culture, and reduced intrinsic motivation.”
As Bregman explains
When we set goals, we’re taught to make them specific and measurable and time-bound. But it turns out that those characteristics are precisely the reasons goals can backfire. A specific, measurable, time-bound goal drives behavior that’s narrowly focused and often leads to either cheating or myopia. Yes, we often reach the goal, but at what cost?
So what can you do in the absence of goals? It’s still often necessary to drive toward achievements, especially in business. We need help setting direction and measuring progress. But maybe there’s a better way to achieve those things while sidestepping goals’ negative side effects.
I want to propose one: Instead of identifying goals, consider identifying areas of focus.
A goal defines an outcome you want to achieve; an area of focus establishes activities you want to spend your time doing. A goal is a result; an area of focus is a path. A goal points to a future you intend to reach; an area of focus settles you into the present.
A sales goal, for example, might name a revenue target or a specific number of new clients won. An operations goal might articulate a cost savings.
An area of focus in sales, on the other hand, might involve having lots of conversations with appropriate prospects. An operations area of focus might identify areas you want to explore for cost savings.
Obviously these aren’t mutually exclusive. You could have a goal and an area of focus. In fact, one could argue that you need both together — the goal specifies where you’re going and the area of focus describes how you plan to get there.
But there is a benefit to concentrating on an area of focus without a goal.
An area of focus taps into your intrinsic motivation, offers no stimulus or incentive to cheat or take unnecessary risks, leaves every positive possibility and opportunity open, and encourages collaboration while reducing corrosive competition. All while moving forward on the things you and your organization value most.
By way of further explanation
In other words, an area of focus offers all the advantages of a goal without the negative side effects.
How do you do it? It’s simple: identify the things you want to spend your time doing — or the things that you and your manager decide are the most valuable use of your time — and spend your time doing those things. The rest takes care of itself. I have found that five major things are about the limit before your efforts get diluted.
The key is to resist the temptation to identify the outcome you want to achieve. Leave that open and allow yourself to be pleasantly surprised. I’m not suggesting that this is easy to do. I never realized how goal-focused I was until I tried to stop focusing on goals. Without goals, I found it hard to trust that anything would get done at all.
But things got done. And in my experience, not only will you achieve at least as much as you would have if you had set goals, but you’ll enjoy the process far more, avoiding unnecessary stress and temptation.
In short Bregman urges us to focus on the tasks instead of the outcome.
I really, really want and need this to be true. Fortunately, I think Bregman is on to something here and I want to explore the concept a little further. I have come upon a system that I think will help me , as Bregman says, focus on the tasks instead of the outcome and I will discuss it in a future post.