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Goal achievement


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A guide to set and achieve Goals in Life !!

Published in: Leadership & Management
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Goal achievement

  1. 1. Welcome 23.05.2015 Akash Deep Sharma
  2. 2. Goal Achievement ĀĠ
  3. 3. • Goal ? • Difference between Goal and Desire ? • How to set Goals ? • How to achieve goals ? • How to re-new goals ? ĀĠ
  4. 4. ĀĠ
  5. 5. ĀĠ
  6. 6. Goal is something or anything…. • That keeps you awake at Nights • That keeps you restless • That keeps you waiting • That keeps you desiring • That keeps you thinking ĀĠ
  7. 7. ĀĠ
  8. 8. 3 Stages of Human Tendencies • Need • Want • Desire ĀĠ
  9. 9. 3 Stages of Human Tendencies • Need • Want • Desire ĀĠ
  10. 10. ĀĠ
  11. 11. 3 Stages of Human Tendencies • Need – Necessity that lead to mental and physical pain if remain unsatisfied • Want • Desire ĀĠ
  12. 12. 3 Stages of Human Tendencies • Need • Want • Desire ĀĠ
  13. 13. ĀĠ
  14. 14. 3 Stages of Human Tendencies • Need • Want- personal and leads to only mental pain • Desire ĀĠ
  15. 15. 3 Stages of Human Tendencies • Need • Want • Desire ĀĠ
  16. 16. ĀĠ
  17. 17. 3 Stages of Human Tendencies • Need • Want • Desire – does not lead to any mental or physical pain ĀĠ
  18. 18. 3 Stages of Human Tendencies • Need • Want • Desire - GOAL ĀĠ
  19. 19. 3 Stages of Human Tendencies • Need • Want - GOAL • Desire ĀĠ
  20. 20. 3 Stages of Human Tendencies • Need – GOAL • Want • Desire ĀĠ
  21. 21. Interest Vs Commitment ĀĠ
  22. 22. Goal is something that you aim to achieve for satisfying your needs Long Terms & Short Term Non-Financial Goals ( Personal / Group ) Financial Goals ( Personal / Group ) ĀĠ
  23. 23. Seven goal areas Family/home Social Educational Religious Achievement/recognition Career Physical/health ĀĠ
  24. 24. • Goal ? • Difference between Goal and Desire ? • How to set Goals ? • How to achieve goals ? • How to re-new goals ? ĀĠ
  25. 25. • Goal ? • Difference between Goal and Desire ? • How to set Goals ? • How to achieve goals ? • How to re-new goals ĀĠ
  26. 26. Setting the Goals ĀĠ
  27. 27. • Achieving a goal start with setting a goal • If you set a wrong goal, you will defiantly achieve something you never wanted • Now write down your Goal ĀĠ ĀĠ
  28. 28. There are three types of people • Ones that make things happen • Those that let it happen • Ones that don’t know what happened. Which one are you going to be? ĀĠ
  29. 29. There are three types of people • Ones that make things happen • Those that let it happen • Ones that don’t know what happened. Which one are you going to be? ĀĠ
  30. 30. Meaningless Goals • A farmer had a dog who used to sit by the roadside waiting for vehicles to come around. As soon as one came he would run down the road, barking and trying to overtake it. One day a neighbor asked the farmer "Do you think your dog is ever going to catch a car?" The farmer replied, "That is not what bothers me. What bothers me is what he would do if he ever caught one." • :: Moral of the Story :: Many people in life behave like that dog who is pursuing meaningless goals. First set Meaningful and Realistic goal and then work to achieve GOAL. ĀĠ
  31. 31. Why These People Fail • The goal was not written down. • Rewards for achieving the goals were not given. • The goal was unrealistic or not specific enough. • The goal is not really believable or little commitment exists. • Keep changing or switching goals with the weather • The person who set the goal has not told anyone else for added accountability, help and support. • The goal was not incorporated into a realistic plan that includes measurements, timelines and resources. ĀĠ
  32. 32. There are three types of people • Ones that make things happen • Those that let it happen • Ones that don’t know what happened. Which one are you going to be? ĀĠ
  33. 33. Why don’t these people set goals? • A pessimistic attitude – Always seeing the pitfalls rather than the possibilities • Fear of failure – What if I don’t make it? People feel subconsciously that if they don’t set goals and if they don’t make it, then they haven’t failed. But they are failures to begin with. • A lack of ambition – This is a result of our value system and lack of desire to live a fulfilled life. Our limited thinking prevents us from progress. There was a fisherman who, every time he caught a big fish, would throw it back into the river, keeping only the smaller ones. A man watching this unusual behavior asked the fisherman why he was doing this. The fisherman replied, “Because I have a small frying pan.” Most people never make it in life because they are carrying a small frying pan. That is limited thinking. ĀĠ
  34. 34. • A fear of rejection – If I don’t make it, what will other people says? • Procrastination – “Someday, I will set my goals.” This tie in with a lack of ambition. • Low self-esteem – Because a person is not internally driven and has no inspiration. • Ignorance of the important of goals – Nobody taught them and they never learned the importance of goal- setting. • A lack of knowledge about goal-setting – People don’t know the mechanics of setting goals. They need a step- by-step guide so that they can follow a system. Why don’t more people set goals? ĀĠ
  35. 35. There are three types of people • Ones that make things happen • Those that let it happen • Ones that don’t know what happened. Which one are you going to be? ĀĠ
  36. 36. These People 1. You take control of your life 2. You focus on the important things 3. You will make good decisions 4. You can finish the task efficiently 5. You will be self-confident and enthusiastic 6. You will make progress 7. You are closer to success ĀĠ
  37. 37. Example • “I knew I was a winner back in the late sixties. I knew I was destined for great things. People will say that kind of thinking is totally immodest. I agree. Modesty is not a word that applies to me in any way – I hope it never will.” ĀĠ
  38. 38. Story • He wanted to be the greatest bodybuilder in the world which meant winning the title of Mr Olympia – he became the youngest ever Mr Olympia at the age of 23 (he’s won the title seven times). • He wanted financial success. He was a millionaire by the age of 30 thanks to successful business investments and ventures (this was before Hollywood!). • He wanted to become a successful Hollywood actor (44+ movies). • He wanted success in politics – he’s the current governor of California and the husband of 26 years to Maria Shriver (related to the Kennedy family). ĀĠ
  39. 39. ĀĠ
  40. 40. “Create a vision of who you want to be” Take out a clean sheet of paper, write down a description of yourself 10 years in the future. Who are you? What does your life look like? What are you doing? Where? Who is around you? Allow yourself to imagine a future in which failure is impossible, and there are no limits. ĀĠ
  41. 41. “Live into that picture” • Let’s say that you’ve articulated a 5 or 10-year vision. Given this scenario, work backwards. • What will have had to have happened for this to be true in 10 years? • What will you have had to learn? • What skills will you have had to develop? • What auditions will you have had to take? • Who will you have had to meet and develop relationships with? • Are any of these stepping stones any more improbable than what Schwarzenegger has achieved? ĀĠ
  42. 42. Goals Should be SMART S •Specific M •Measurable A •Achievable R •Realistic T •Time Based ĀĠ
  43. 43. SMART Goals • Specific: A specific goal has a much greater chance of being accomplished than a general goal. To set a specific goal you must answer the six “W” questions: • EXAMPLE: A general goal would be, “To Loose weight.” But a specific goal would say, “Join a health club and workout 3 days a week and loose 1 kg in a month.” Who •Who is involved? What •What do I want to accomplish? Where •Identify the location. When •Establish a time frame. Which •Identify requirements and constraints. Why •Specific reasons, purpose or benefits to accomplish the goal. ĀĠ
  44. 44. SMART Goals • Measurable – Establish criteria to measure progress towards the attainment of each goal you set. • When you measure your progress, You ‾ stay on track ‾ reach your target dates ‾ experience the joy of achievement • To determine if your goal is measurable, ask questions such as…… ‾ How much? How many? ‾ How will I know when it is accomplished? ĀĠ
  45. 45. SMART Goals • Achievable – When you identify goals, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. • How to Achieve your goals: ‾ Plan your steps wisely ‾ Establish a time frame to carry out those steps. • Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them. ĀĠ
  46. 46. SMART Goals • Realistic- To be realistic, a goal must represent an objective towards which you are both willing and able to work. A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress. • A high goal is frequently easier to reach than a low one because a low goal exerts low motivational force. Some of the hardest jobs you ever accomplished actually seem easy simply because you were interested in it. ĀĠ
  47. 47. SMART Goals • Time Based– A goal should be time bound. With no time frame tied to it there’s no sense of urgency. • EXAMPLE: If you want to lose 5 Kgs, when do you want to lose it by? “Someday” won’t work. But if you anchor it within a timeframe, “by July 1st”, then you’ve set your unconscious mind into motion to begin working on the goal. ĀĠ
  48. 48. SWOT – Task ĀĠ
  49. 49. ĀĠ
  50. 50. • Goal ? • Difference between Goal and Desire ? • How to set Goals ? • How to achieve goals ? • How to re-new goals ĀĠ
  51. 51. Achieving the Goals ĀĠ
  52. 52. Techniques • PERT • CPM • GAANT • BSC • DPS • TM ĀĠ
  53. 53. PERT & CPM • A method to analyze the tasks involved in completing a given project. • Focus is paid to the time needed to complete each task, and identifying the minimum time needed to complete the total project. Project Evaluation and Review Technique Critical Path Method ĀĠ
  54. 54. PERT & CPM • Helps to plan the timing of projects involving sequential activities. • Identifies the time required to complete the activities in a project and the order of the steps. Project Evaluation and Review Technique Critical Path Method ĀĠ
  55. 55. PERT & CPM Each event has two important times associated with it: • Earliest Time (Te): Which is a calendar time when an event can occur when all the predecessor/ events completed at the earliest possible time. • Latest Time (Tl): Which is the latest time the event can occur without delaying the subsequent events and completion of project. Tl- Te= Slack Time Amt. of time an event can be delayed without delaying the project completion ĀĠ
  56. 56. PERT & CPM • Critical Path is the sequence of activities and events where there is no “Slack” i.e. Zero Slack. • Outcomes of PERT/ CPM:  Longest path through a network.  Minimum project completion time. Project Evaluation and Review Technique Critical Path Method ĀĠ
  57. 57. PERT & CPM • Questions answered by PERT/ CPM: ‾ Completion date? ‾ On Schedule? ‾ Within budget? ‾ Critical activities? ‾ How can the project be finished early at the least cost? Project Evaluation and Review Technique Critical Path Method ĀĠ
  58. 58. Gantt Charts • Visual representation of a project schedule. • Shows the start time and the finish time of the different required elements of a project. • Gantt charts are useful in planning how long a project should take and helping to sequence the events by laying them out in the order in which the tasks need to be completed. ĀĠ
  59. 59. Gantt Charts • Tasks are shown on the vertical axis, and the project time span is represented on the horizontal axis. • Each task has a corresponding bar that shows the time span required for that task. The bar can be filled in to show the percentage of the task that has been completed. • Gantt charts also indicate dependencies, those tasks that are dependent upon other tasks. ĀĠ
  60. 60. Gantt Charts ĀĠ
  61. 61. Balanced Score Cards ĀĠ Dashboards Mapping
  62. 62. Delegation, Planning & Scheduling • Understand that you can’t do everything ….so DELEGATE. • Don’t undertake things you can’t complete. • Learn to say NO. • Set Goals and Prioritize so that you know what to say ‘NO’ to… • Maintain discipline ĀĠ
  63. 63. Delegation Good delegation: ‾ Saves time ‾ Develops people ‾ Grooms a successor ‾ Motivates employees Delegation brings in a sense of freedom in your work..!!! ĀĠ
  64. 64. Delegation Steps for Successful Delegation: • Define the task • Select the individual or team • Assess ability and training needs • Explain the reasons • State required results • Consider resources required • Agree deadlines • Support and communicate • Feedback on results ĀĠ
  65. 65. Planning 1. Predicting the future •Look at the environment. •What did last year’s strategic plan say? •What does your Boss or Organization want? •What do your users want? 2. Decide what you want your future to look like •Write your vision statement. •Write your mission statement. •Remember to plan for alternatives also. 3. Analyze the results •Write the strategic plan to see whether you are meeting your mission. •Figure out ways to make sure your future comes out the way you want. 4. Implement the plan •The process is important; may be as important as the product. •The object of a plan is to change something; so it must be implemented. How do I Plan? ĀĠ
  66. 66. Scheduling • Scheduling is the process by which you look at the time available to you, and plan how you will use it to achieve the goals you have identified. • By using a schedule properly, you can: ‾ Understand what you can realistically achieve with your time. ‾ Plan to make the best use of the time available. ‾ Leave enough time for things you absolutely must do. ‾ Preserve contingency time to handle 'the unexpected'. ‾ Minimize stress by avoiding over-commitment to yourself and others. ĀĠ
  67. 67. Time Management Matrix URGENT NOT URGENTIMPORTANTNOTIMPORTANT Q I Q II Q IVQ III Activities:  Crisis  Pressing problems  Dead-line driven projects Activities:  Planning & Prevention  Relationship building  Recognizing new opportunities Activities:  Interruptions, some calls  Some mails, some reports  Some meetings  Popular activities Activities:  Trivia, busy work  Some mails, some calls  Time wasters  Pleasant activities ĀĠ
  68. 68. Time Management Matrix- Decoding • Urgent ‾ Requiring immediate attention ‾ Its NOW - Ringing phone ‾ You react to urgent matters • Important ‾ Activities that have to do with results ‾ Contributing to your mission, vision and goal ‾ Requires initiative, proactivity • 90% of our time goes in Quadrant I i.e. QI and 10% of it goes in Quadrant IV or QIV. • QI = Breakdown and QII = Preventive Maintenance ĀĠ
  69. 69. Time Management Matrix- Decoding • Focus on Q II as it is the heart of effective personal management. • Q II activities are these activities ‾ Activities you should do … ‾ But you haven’t got around doing them • By focusing on QII, you would be reducing QI • The only place to look for time for the activities of QII is from QIII and QIV • The first thing to focus on is the “Ability to say NO” ĀĠ
  70. 70. ĀĠ
  71. 71. ĀĠ
  72. 72. • Goal ? • Difference between Goal and Desire ? • How to set Goals ? • How to achieve goals ? • How to re-new goals ĀĠ
  73. 73. ĀĠ
  74. 74. Thank You ĀĠ