This document outlines the importance of developing a clear mission, vision, and goals for an organization. It discusses how a well-constructed mission statement can build a strong identity and guide employees and customers. A vision statement describes the desired future state of the organization. Goals define specific outcomes to work towards, while core values represent the driving forces and priorities of the organization. The document provides guidance on crafting mission and vision statements, including defining the purpose and desired impact of the organization. It also presents examples from Prophet Muhammad and encourages participants to envision their ideal future state through a shared visioning exercise.

1. In
the
Name
of
God,
Most
Gracious,
Most
Merciful
DEVELOPING
MISSION,
VISION
&
GOALS
Necva
Ozgur
M.Ed.
MERIT
Muslim
Educators’
Resource,
InformaEon
&
Training
Center
www.meritcenter.org
nozgur@meritcenter.org

2. OUTLINE
PART
I
MISSION,
VISION
&
GOALS
PART
II
A
POWERFUL
PERSONAL
DEVELOPMENT
PLAN
PART
III
HOW
TO
DEVELOP
A
MISSION
STATEMENT
PART
IV
HOW
TO
DEVELOP
PERSONAL
GOALS

3. SESSION
I
MISSION,
VISION
&
GOALS

4. A
well-­‐constructed
Mission
Statement
is
the
most
significant
factor
in
building
a
strong
organiza:onal
iden:ty
and
future.
It
is
the
embodiment
of
your
business
and
it
says
a
great
deal
to
your
customers
and
employees
about
what
you
aspire
to
achieve.

5. MISSION
STATEMENT
OrganizaEonal
Mission
Family
Mission
Personal
Mission

6. VISION
STATEMENT
VISION
• A
vision
is
a
mental
image
of
a
possible
and
desirable
future
of
the
organiza<on.
is
a
picture
vision
future
The
of
the
• What
might
the
organiza<on
“look
like”
ten
years
from
now?
• A
vision
focuses
on
an
image
of
the
desired
end
result.
• What
in
the
future
should
make
the
organiza<on
dis<nguished?

7. MISSION
STATEMENT
• A
mission
statement
is
a
statement
about
the
basic
purpose
of
the
organiza<on.
MISSION
• It
is
a
statement
about
the
Why
does
organiza<on’s
reasons
for
exis<ng.
the
organizaEon
exist?
• Clarify
the
organiza<on’s
primary
inten<ons.
• Define
the
organiza<on’s
role,
bringing
focus
to
the
programs.

8. GOALS
Define
the
desired
outcome
that
the
organiza<on
would
like
to
achieve
in
response
to
a
cri<cal
issue
or
fundamental
challenge.
GOALS
What
broad
achievements
must
we
aSain?

9. 
Vision
for
the
Future

Mission
for
the
Present
Where
are
we

Goals
to
Target
going?
C
VISION

Core
Values
to
Guide
O
R
E
Why
does
the
organizaEon
exist?
V
MISSION
A
L
U
What
broad
E
achievements
S
must
we
aSain?
GOALS

10. CORE
VALUES
Core
Values
are
traits
or
quali<es
that
are
considered
worthwhile;
they
represent
the
organiza<on’s
priori<es
and
deeply
held
driving
forces.
Values
are
what
drive
us!

11. WHAT
IS
A
MISSION
STATEMENT?
• A
mission
statement
explains
the
organiza<on's
reasons
for
existence,
and
answers
the
ques<on,
"What
business
are
we
in?”
• Mission
statements
are
designed
to
provide
direc<on
to
an
organiza<on,
an
enduring
statement
of
purpose.
• A
mission
statement
acts
as
an
invisible
hand
that
guides
the
people
in
the
organiza<on.

12. MISSION
STATEMENTS
DEFINE
WHO
YOU
ARE
 A
mission
statement
should
say
who
your
company
is,
what
you
do,
what
you
stand
for.
 An
effec<ve
mission
statement
is
best
developed
with
input
by
all
the
cons<tuencies
of
the
organiza<on.
 The
best
statements
tend
to
be
3-­‐4
sentences

13. MISSION
STATEMENTS
DEFINE
WHO
YOU
ARE
 Avoid
saying
how
great
you
are,
what
great
quality
and
great
services
you
provide.
 Examine
other
organiza<on’s
mission
statements,
but
make
certain
your
statement
represents
you
and
not
some
other
organiza<on.
 Make
sure
you
actually
believe
in
your
mission
statement,
if
you
don’t,
change
it.

14. A
MISSION
STATEMENT
CAN
CHANGE
YOUR
DIRECTION
• A
mission
statement
is
only
a
paragraph
long,
but
it
has
specific,
measurable
outcomes
and
a
deadline
for
accomplishing
that
outcome.
It
is
truly
the
best
way
to
start
your
journey
to
success.
• Jim
Rohn
said,
“You
cannot
change
your
des0na0on
overnight,
but
you
can
change
your
direc0on
overnight.”
• Crea<ng
a
mission
statement
will
help
you
change
your
direc<on.
With
an
inspiring
mission
statement
you
have
made
the
shiY
from
an
ordinary
board
to
an
extraordinary
board.

15. PROPHET
MUHAMMAD’S
(PBUH)
MISSION
“You
have
not
been
sent
but
as
a
mercy
to
the
worlds”
Qur’an 21:107

16. VISION
EXERCISE
The
goal
of
any
envisioning
process
is
to
arrive
at
a
shared
vision:
Imagine!
If
we
could
be
the
organiza<on
of
our
dreams
and
have
the
impact
we
most
desire,
what
would
our
organiza<on
look
like
in
the
year
2015?

17. SESSION
II
A
POWERFUL
PERSONAL
DEVELOPMENT
PLAN

18. TWO
INGREDIENTS
FOR
SUCCESS
• Texas
Oil
billionaire
H.L.
Hunt
once
said
that
there
are
only
two
ingredients
necessary
for
success:
• The
first
is
that
you
have
to
decide
exactly
what
it
is
that
you
want.
• The
second
ingredient
is
to
determine
the
price
you
have
to
pay
to
get
what
you
want,
then
pay
the
price
by
establishing
your
priori<es
and
get
to
work.
• Goal
sebng
is
a
process
that
helps
you
to
decide
exactly
what
it
is
that
you
want,
and
then
to
systema<cally
pay
the
price
in
order
to
get
it.
• It
is
a
process
that
helps
you
focus
your
<me
and
energy
on
your

19. PERSONAL
DEVELOPMENT
• Personal
development
is
a
lifelong
pursuit
because
life
is
a
work
in
progress.
• Each
day
offers
an
opportunity
for
improvement.
• As
a
parent,
spouse,
friend,
ci<zen,
leader
and
employee,
we
can
all
improve
our
performance
in
all
areas
of
life.

20. PERSONAL
MISSION
STATEMENT
• While
many
companies
proudly
display
their
corporate
mission
statements,
few
individuals
take
the
<me
to
create
one
for
themselves.
• The
basic
idea,
however,
is
the
same
-­‐
a
personal
mission
statement
is
the
statement
of
your
core
values,
of
what
is
truly
important
to
you
in
life.
• Personal
development
process
starts
with
developing
our
Personal
Mission
Statement.

21. SESSION
III
HOW
TO
DEVELOP
A
PERSONAL
MISSION
STATEMENT

22. HOW
TO
DEVELOP
PERSONAL
MISSION
STATEMENT
“Your
mission
statement
becomes
your
cons<tu<on,
the
solid
expression
of
your
vision
and
values.
It
becomes
the
criterion
by
which
you
measure
everything
else
in
your
life.”
Stephen
R.
Covey,
The
7
Habits
of
Highly
EffecEve
People

23. PERSONAL
MISSION
STATEMENT
• A
personal
mission
statement
is
a
bit
different
from
a
company
mission
statement,
but
the
fundamental
principles
are
the
same.
• Wri<ng
a
personal
mission
statement
offers
the
opportunity
to
establish
what's
important
and
perhaps
make
a
decision
to
s<ck
to
it
before
we
even
start
career.
• It
enables
us
to
chart
a
new
course
when
we
are
at
career
crossroads.
• Steven
Covey
(in
First
Things
First)
refers
to
developing
a
mission
statement
as
"connec0ng
with
your
own
unique
purpose
and
the
profound
sa0sfac0on
that
comes
from
fulfilling
it."

24. WHAT
IS
A
PERSONAL
MISSION
STATEMENT?
• Your
mission
statement
is
the
basis
for
making
major,
life-­‐direc<ng
decisions
as
well
as
the
basis
for
making
daily
decisions.
• Your
mission
statement
becomes
your
cons<tu<on,
the
solid
expression
of
your
vision
and
values.
• It
becomes
the
criterion
by
which
you
measure
everything
else
in
your
life.

25. BENEFITS
OF
WRITING
A
PERSONAL
MISSION
STATEMENT
1. Wri<ng
a
mission
statement
helps
you
to
uncover
your
talents,
interests,
and
your
deepest
desires.
2. Pushes
you
to
think
deeply
about
your
life,
clarify
the
purpose
of
your
life,
and
iden<fy
what
is
really
important
to
you.
3. Forces
you
to
clarify
and
express
your
deepest
values
and
aspira<ons.
4. It
imprints
your
values
and
purposes
firmly
in
your
mind
so
they
become
a
part
of
you
rather
than
something
you
only
think
about
occasionally.
5. Integra<ng
your
personal
mission
statement
into
your
planning
makes
your
vision
constantly
part
of
you.

26. ELEMENTS
OF
A
GOOD
MISSION
STATEMENT
A
good
mission
statement
addresses
these
three
important
points:
1.
Values
2.
Purpose
3.
Ac<on
Answers
these
6
ques:ons:
1. Who
are
we?
2. What
are
the
basic
needs
we
need
to
meet?
3. What
do
we
do
to
respond
to
those
needs?
4. How
should
we
respond
to
our
key
people?
5. What
makes
us
dis<nc<ve
or
unique?

27. DEVELOPING
A
PERSONAL
MISSION
STATEMENT
• A
personal
mission
statement
answers
ques<ons
like
these:
 What
do
I
value?
 What
are
my
talents?
 What
do
I
want
from
my
life?
 What
ac<ons
do
I
need
to
support
what
I
stand
for?
 At
the
end
of
my
life,
what
do
I
want
to
have
accomplished?
• A
personal
mission
statement
is
the
beginning
of
personal
leadership.
• By
referring
to
it
and
internalizing
the
meaning
of
a
personal
mission
statement,
we
make
choices
that
are
consistent
with
our
values.

28. PERSONAL
MISSION
STATEMENT
GUIDELINES
 Keep
it
simple,
clear
and
brief.
The
best
mission
statements
tend
to
be
3
to
5
sentences
long.
 Your
mission
statement
should
touch
upon
what
you
want
to
focus
on
and
who
you
want
to
become
as
a
person.
 Think
about
specific
ac<ons,
behaviors,
habits
and
quali<es
that
would
have
a
significant
posi<ve
impact
on
your
life.
 Make
sure
your
mission
statement
is
posi<ve.
Instead
of
saying
what
you
don't
want
to
do
or
don't
want
to
be,
say
what
you
do
want
to
do
or
become.

29. PERSONAL
MISSION
STATEMENT
GUIDELINES
 Include
posi<ve
behaviors,
character
traits
and
values
that
you
consider
par<cularly
important
and
want
to
develop
further.
 Think
about
how
your
ac<ons,
habits,
behavior
and
character
traits
affect
the
important
rela<onships
in
your
life.
 Create
a
mission
statement
that
will
guide
you
in
your
day-­‐to-­‐day
ac<ons
and
decisions.
Make
it
a
part
of
your
everyday
life.
 Think
about
the
issues
you
are
passionate
about.
When
you
put
your
passion
to
your
mission
statement
that
will
make
it
more
compelling,
inspiring
and
energizing.

30. 7
STEP
PROCESS
TO
CREATING
A
PERSONAL
MISSION
STATEMENT
1. Iden<fy
an
influen<al
person
in
your
life.
Define
and
list
the
quali<es
you
most
admire
in
that
person.
2. Define
who
you
want
to
become;
not
just
what
you
want
to
have
and
do.
3. Define
your
life
roles.
You
may
have
roles
in
rela<on
to
your
profession,
family,
community,
or
other
areas
in
your
life.
4. Measure
the
effec<veness
of
a
mission
statement
:
DOES
THIS
STATEMENT
INSPIRE
ME?

31. 7
STEPS
TO
CREATING
A
PERSONAL
MISSION
STATEMENT
5. Write
a
draY
of
your
personal
mission
statement.
Carry
the
rough
draY
with
you
and
make
notes,
addi<ons,
and
dele<ons.
6. Write
a
final
draY.
Refer
to
it
frequently.
Use
it
as
a
standard
to
judge
all
your
ac<vi<es.
7. Periodically
review
and
evaluate
your
personal
mission
statement
to
keep
yourself
in
touch
with
your
own
development.

32. DEVELOPING
A
PERSONAL
MISSION
STATEMENT
1.
VISUALIZE
YOUR
LIFE
• Visualize
yourself
at
the
end
of
your
life,
feeling
completely
content
and
sa<sfied
with
everything
you
have
achieved
and
having
done
everything
you
wanted
to
do.
• Translate
what
you
have
seen
into
long-­‐term
ambi<ous
goals
for
your
self,
and
then
work
back
to
more
realis<c
objec<ves
by
filling
in
details
of
what
you
need
to
do
in
order
to
reach
those
goals.

33. 2.
IDENTIFY
YOUR
DIFFERENT
ROLES
• A
way
to
achieve
a
balanced
mission
statement
is
to
break
it
down
into
specific
roles
in
your
life
-­‐
for
example:
mother,
daughter,
wife,
writer,
leader,
etc.
• It
is
important
to
balance
all
of
your
roles
to
ensure
that
one
does
not
completely
take
over
your
life.
• Your
goals
for
each
role
should
be
long-­‐term-­‐
focused
on
results
rather
than
ac<vity.

34. STEP
3:
IDENTIFY
CORE
VALUES
• Think
about
what
you
value
in
life.
• Develop
a
list
of
values
that
you
believe
iden<fy
who
you
are
and
what
your
priori<es
are.

35. STEP
4:
IDENTIFY
CONTRIBUTIONS
• Make
a
list
of
the
ways
you
could
make
a
difference.
• How
could
you
contribute
best
to
your
family,
your
friends,
your
business,
your
community
and
the
world?

36. IDENTIFY
CONTRIBUTIONS
My
family:
1.
To
be
a
leader
in
terms
of
personal
outlook,
compassion
for
others,
and
maintaining
an
ethical
code
2.
To
be
a
good
mother
and
a
loving
wife;
to
leave
the
world
a
bener
place
for
my
children
and
their
children.
My
employer
or
future
employers:
1.
To
lead
by
example
and
demonstrate
how
innova<ve
and
problem-­‐
solving
person
I
could
be
2.
I
can
be
both
successful
in
terms
of
solving
a
problem
and
successful
in
terms
of
profitability
and
revenue
genera<on
for
the
organiza<on.

37. IDENTIFY
CONTRIBUTIONS
My
friends:
to
always
have
a
hand
held
out
for
my
friends;
for
them
to
know
they
can
always
come
to
me
with
any
problem.
My
community:
to
use
my
talents
in
such
a
way
as
to
give
back
to
my
community.
The
world
in
general:
develop
products
and
services
that
help
people
achieve
what
they
want
in
life.
To
have
a
las<ng
impact
on
the
way
people
live
their
lives.

38. 5.
COMPOSE
THE
MISSION
STATEMENT
Write
a
mission
statement
based
on
what
you
have
learned
through
the
above
exercises.
It
should
incorporate
your
roles
and
goals,
and
be
specific
as
to
what
you
want
to
be
character-­‐wise
and
what
you
want
to
accomplish.
It
may
take
days
or
even
months
to
write
a
strong
mission
statement
and
even
aYer
it
is
done,
it
should
be
consulted
regularly
and
revised
as
necessary.

39. STEP
III
HOW
TO
DEVELOP
PERSONAL
GOALS

40. DEVELOPING
YOUR
GOALS
"People
with
goals
succeed
because
they
know
where
they
are
going.”
Earl
Nigh0ngale

41.
THE
POWER
OF
GOAL
SETTING:
WELCOME
TO
THE
TOP
3%
• A
famous
Yale
University
study
conducted
in
1953
revealed
that
only
3%
of
all
gradua<ng
seniors
had
wrinen
goals
and
plans
on
how
to
achieve
them.
• In
the
study
of
these
Yale
graduates,
they
found
that
the
those
3
%
who
were
goal
seners,
earned
more
money
than
the
en<re
other
97%
combined.

42. Napoleon
Hills,
in
his
work,
The
Dynamic
Laws
of
Success,
interviewed
the
most
successful
people
found
that
the
common
thread
among
these
high
achievers
is
goal
sebng.

43.
MISSION
SPIRITUAL
PERSONAL
HOUSEHOLD
HEALTH
RECREATION
VALUES M
FAMILY
FINANCIAL
FRIENDS
CAREER
COMMUNITY

44. "Values
lay
the
groundwork
for
your
goals;
Goals
lead
to
the
fulfillment
of
your
mission;
Your
mission
leads
to
the
realiza<on
of
your
life's
work
—
your
legacy."
-­‐Gary
Ryan
Blair

45. TEN
GOAL-­‐SETTING
AREAS
OF
LIFE
• One
of
the
great
strengths
of
The
Personal
Development
Planning
Model
is
that
it
offers
you
the
flexibility
to
explore
and
set
goals
in
different
cri<cal
areas
of
your
life.
• This
can
be
achieved
at
your
own
pace
and
one
area
at
a
<me.
• These
ten
cri<cal
areas
reflect
the
roles
we
play
in
various
facets
of
our
lives:

46. THE
BEST
GOALS
ARE
CONSISTENT
WITH
YOUR
PERSONAL
MISSION
• The
best
goals
are
consistent
with
your
personal
mission.
• Goals
serve
us
by
organizing
our
ac<ons
and
by
giving
them
meaning.
• When
we
sense
that
our
ac<ons
bring
meaningful
results,
we
have
greater
incen<ve
to
perform
those
ac<ons.
• Our
mission
provides
the
purpose
for
our
goals
and
ac<ons,
and
goals
that
are
backed
by
a
sense
of
mission
tend
to
be
both
more
sa<sfying
&
mo<va<ng.

47. GOALS
DEFINE
WHAT
WE
WANT
TO
ACHIEVE
WITHIN
EACH
ROLE
• Roles
are
more
specific
than
our
mission,
but
they
s<ll
are
not
specific
enough
to
let
us
make
clear
plans.
• We
need
to
take
another
step,
this
<me
breaking
our
roles
into
goals.
• We
do
this
by
asking,
"What
do
I
want
to
accomplish
within
this
role?“
• From
these
goals
we
can
create
specific
ac<on
plans
that
will
help
us
succeed
in
our
roles
and
fulfill
our
mission.

48. GOALS
DEFINE
WHAT
WE
WANT
TO
ACHIEVE
WITHIN
EACH
ROLE
• We
create
specific
results
that
we
want
to
accomplish
at
specific
<mes.
• These
goals
become
the
basis
for
our
weekly
and
daily
planning.
• Goals
are
the
building
blocks
of
our
mission
and
our
roles.

49. 10
CRITICAL
AREAS
OF
YOUR
LIFE
WHAT
ARE
THE
THINGS
YOU
VALUE
MOST?
1. Personal
Development
2. Health
3. Family
4. Friends
5. Community
6. Career
7. Financial
8. Recrea<on
9. Home
10. Spiritual

50. TEN
GOAL
SETTING
AREAS
OF
LIFE
1. Personal
Development
-­‐
Con<nuing
learning,
building
skills
and
abili<es,
personal
growth,
etc.
2. Health
&
Fitness:
Anything
related
to
your
general
health
and
well-­‐being
including
nutri<on,
exercise
and
physical
appearance.
3. Family:
Your
rela<onship
with
your
spouse,
children
and
extended
family.
4. Friends:
Close
friends
and
general
acquaintances.

51. TEN
GOAL
SETTING
AREAS
OF
YOUR
LIFE
5.
Community:
Your
community
involvement
and
services
to
others.
6.
Career:
Work
and
related
learning
and
job
skills.
7.
Financial:
Financial
responsibili<es,
security,
inves<ng,
and
wealth.
8.
Recrea<onal
ac<vi<es:
Relaxa<on,
hobbies,
vaca<ons,
adventures.
9.
Home:
Related
to
your
home
environment.
10.
Spiritual:
medita<on,
relaxa<on
exercises,
stepping
back

52. 1.
PERSONAL
DEVELOPMENT
The
"Personal"
category
will
help
you
to
focus
on
and
to
develop
goals
to
improve
yourself:
Improving
your
self-­‐image,
enhancing
crea<ve
and
intellectual
abili<es,
and
shiYing
your
abtudes
toward
the
posi<ve.
You
are
responsible
for
your
own
personal
development.

53. • The
single
best
investment
any
of
us
can
ever
make
is
in
our
own
personal
growth
and
development.
• The
accumula<on
of
knowledge
and
the
development
of
success
characteris<cs
means
everything
to
your
future.
• Some
sample
goals
1. Join
a
book
club.
2. Challenge
myself
to
leave
a
comfort
zone.
3. Pay
a
compliment
to
someone
each
day.

54. 2.
HEALTH
The
"Health"
category
will
help
you
to
focus
on
and
to
develop
goals
related
to
diet,
fitness,
addic<ons,
and
physical
appearance.
Your
body
impacts
everything
you
do
so
it
is
impera<ve
that
you
take
good
care
of
it
through
proper
nourishment,
exercise
and
rest.
Some
sample
goals:
1. Exercise
at
least
5
days
a
week.
2. Schedule
biannual
dental
examina<ons
and
cleanings.
3. Stop
unhealthy
snacking
aYer
dinner.

55. 3.
FAMILY
The
"Family"
category
will
help
you
to
focus
on
and
to
develop
goals
related
to
strengthening
and
enhancing
your
rela<onships
with
your
spouse,
children,
siblings,
and
parents.
Family
is
the
emo<onal
core
of
our
lives.
You
should
make
constant
deposits
into
everyone's
emo<onal
bank
account
thus
avoiding
emo<onal
bankruptcy.
Some
sample
goals:
1. Plan
for
family
mee<ngs.
2. Read
to
my
children
for
at
least
15
minutes
every
night.
3. Call
my
extended
family
members
at
least
monthly.

56. 4.
FRIENDSHIP
The
"Friendship"
category
will
help
you
to
focus
on
and
to
develop
goals
related
to
deepening
and
balancing
rela<onships
with
old
friends
and
to
building
new
friendships.
Surround
yourself
with
nourishing
friends.
Share
yourself
with
them
and
let
them
share
themselves
with
you.
Some
sample
goals:
1. Invite
a
single-­‐parent
friend
and
his/her
children
over
for
an
evening
meal.
2. Make
arrangements
to
spend
a
day
with
a
friend
we
didn’t
see
each
other
for
a
while.
3. Make
plans
to
invite
friends
for
a
dinner
once
a
month.

57. 5.
COMMUNITY
The
"Community"
category
will
help
you
to
focus
on
and
to
develop
goals
related
to
your
social
responsibili<es
to
local
and
global
communi<es.
The
defini<on
of
a
life
well-­‐lived
must
include
a
commitment
to
serving
others.
Some
sample
goals:
1. Collect
household
items
to
donate
to
service
organiza<ons
once-­‐a-­‐
month.
2. Volunteer
at
a
local
service
organiza<on.
3. At
least
once
a
week
call
an
older
community
member
to
offer
some
help.

58. 6.
CAREER
The
"Career"
category
will
help
you
to
focus
on
and
to
develop
goals
related
to
your
career.
Regardless
of
career
choices,
your
overriding
quest
must
include
developing
a
reputa<on
for
excellence.
A
sincere
commitment
to
excellence
is
a
noble
goal
which
serves
as
a
form
of
currency
in
the
world
marketplace.
Some
sample
goals:
1. At
least
once
a
month
anend
a
seminar
or
a
workshop
related
to
my
career.
2. Accept
an
invita<on
to
take
on
grater
responsibility
in
my
professional
associa<on.
3. Expand
your
network
of
professional
contacts?

59. 7.
FINANCIAL
The
"Financial"
category
will
help
you
to
focus
on
and
to
develop
goals
related
to
your
material
wealth
and
sa<sfac<on.
Making
money
is
the
by-­‐product,
it
should
not
become
the
sole
objec<ve.
Money
is
part
of
our
lives,
therefore
we
must
exercise
wisdom
in
how
we
earn,
save,
invest,
and
spend
it.
Some
sample
goals:
1. Put
aside
at
least
10%
of
my
income
as
a
saving.
2. Purchase
disability
income
protec<on
insurance.
3. Purchase
a
$100
savings
bond
for
each
child
every
month.

60. 8.
RECREATION
The
"Recrea<on"
category
will
help
you
to
focus
on
and
to
develop
goals
related
to
adding
new
dimensions
and
fun
to
your
lifestyle.
You
must
take
good
care
of
yourself
allowing
for
rest,
renewal
and
relaxa<on
without
feeling
guilty.
Some
sample
goals:
1. Spend
at
least
once
a
week
hiking
in
the
mountains.
2. Purchase
season
<ckets
to
the
local
symphony
orchestra
series.
3. Plan
for
a
vaca<on
annually.

61. 9.
HOME
The
"Home"
category
will
help
you
to
focus
on
and
to
develop
goals
related
to
the
maintenance,
safety,
and
enhancement
of
what
may
well
be
your
largest
material
investment.
Some
sample
goals:
1. Paint
the
interior
or
exterior
of
our
home
this
summer.
2. Plant
herbs
and
flowers
in
a
window
garden.
3. Remodel
every
year
one
area
of
the
house.

62. 10.
SPIRITUAL
The
"Spiritual"
category
will
help
you
to
focus
on
and
to
develop
goals
related
to
developing
a
God-­‐centered
life.
It
focuses
on
building
a
bener
rela<onship
with
God,
understanding
God’s
message
and
purpose
of
life.
Some
sample
goals:
1. Read
Qur’an
everyday
for
at
least
for
30
minutes.
2. Volunteer
to
teach
religious
educa<on
classes
for
children.
3. Anend
a
weekly
religious
class
or
a
discussion
group.

63. STEP
V
THE
GOAL-­‐SETTING
PROCESS

64.
GOAL
SETTING
Goal-­‐sebng
is
a
process
that
helps
you
become
clear
on
what
you
want,
make
an
acEon
plan
to
help
you
get
there,
launch
into
acEon,
and
persist
un<l
you
reach
your
des<na<on
or
find
a
bener
one.
Goal-­‐sebng
process
that
can
significantly
increase
your
probability
of
success
and
achieving
what
you
want.
Research
shows
a
direct
link
between
goal-­‐sebng
and
enhanced
performance
in
business.

65. WHAT
IS
A
GOAL?
• A
goal
is
a
well-­‐defined
target
that
gives
you
clarity,
direcEon,
moEvaEon,
and
focus.
• Goals
are
tools
that
help
you
in
five
main
ways:
1. Make
a
posi<ve
change
in
your
life
2. Form
a
new
habit
or
change
an
exis<ng
habit
3. Improve
or
develop
a
skill,
talent,
or
ability
4. Realize
a
dream
or
other
important
outcome
5. Improve
your
performance
on
a
task
or
ac<vity

66. THE
EVOLUTION
OF
A
GOAL
• The
birth
of
a
goal
begins
in
the
mind
and
immediately
takes
shape
when
pen
is
put
to
paper.
• The
goal
progresses
from
thought
to
sketch,
from
sketch
to
ac<on,
and
finally
from
ac<on
to
achievement.
• The
achievement
of
a
goal
is
an
exemplary
tale
of
power,
purpose,
and
poten<al.

67. FIVE
REASONS
TO
SET
GOALS:
1.
GOALS
CAN
GIVE
YOU
A
TARGET
TO
AIM
FOR
• Dr.
Maxwell
Maltz,
said
that
human
beings
have
a
built-­‐in
goal-­‐seeking
"success
mechanism.”
• This
success
mechanism
is
constantly
searching
for
ways
to
help
us
reach
our
targets
and
find
answer
to
our
problems.

68. FIVE
REASONS
TO
SET
GOALS
• According
to
Maltz,
we
work
and
feel
bener
when
our
success
mechanism
is
fully
engaged
going
aYer
clear
targets.
• All
we
have
to
do
to
use
this
mechanism
is
to
give
it
a
target.
• Goals
provide
your
success
mechanism
with
clear
targets
of
your
own
choosing
based
on
what
is
most
important
to
you.

69. 2.
GOALS
CAN
HELP
YOU
CONCENTRATE
YOUR
TIME
AND
EFFORT
• One
important
reason
goal-­‐seners
achieve
such
outstanding
results
is
that
they
have
learned
how
to
focus
and
concentrate
their
<me,
energy,
and
resources
on
a
single
objec<ve.
• Their
concentrated
power
can
produce
results
that
are
much
greater
than
the
unfocused
energy
many
people
have.

70. GOALS
CAN
HELP
YOU
CONCENTRATE
YOUR
TIME
AND
EFFORT
• One
major
challenge
we
are
facing
today
is
that
there
are
many
things
available
for
us
to
do
than
anyone
could
possibly
anempt.
• It
is
very
easy
to
diffuse
our
<me
and
energy
with
many
different
aimless
distrac<ons.
• Goals
provide
a
way
to
focus
and
concentrate
your
<me
and
energy
into
carefully
chosen
targets
that
are
designed
to
make
significant
posi<ve
impacts
in
your
life.

71. 3.
GOALS
CAN
PROVIDE
MOTIVATION,
PERSISTENCE
AND
DESIRE
• Most
significant
accomplishments
are
accompanied
by
obstacles,
struggles,
and
failures.
• It
is
es<mated
that
Thomas
Edison
failed
over
one
thousand
<mes
before
he
finally
discovered
a
way
to
make
the
light
bulb
work.
• It
is
very
rare
for
something
important
to
be
accomplished
successfully
on
the
very
first
try.

72. 3.
GOALS
CAN
PROVIDE
MOTIVATION,
PERSISTENCE
AND
DESIRE
• If
you
want
to
achieve
anything
significant,
it
is
likely
that
you
will
struggle
and
fail
many
<mes
before
you
finally
reach
your
target.
• High
achievers
keep
picking
themselves
up
aYer
each
fall
and
con<nue
working
steadily
toward
their
targets
un<l
they
finally
reach
their
goal.
• Struggle
and
failure
are
oYen
part
of
the
price
you
have
to
pay
for
high
achievement.

73. 4.
GOALS
CAN
HELP
YOU
ESTABLISH
PRIORITIES
• You
will
find
many
obstacles
in
the
road
between
where
you
are
now
and
where
you
want
to
be.
• Instead
of
just
going
with
the
flow
and
lebng
the
"current"
or
other
people's
interests
determine
where
you
end
up,
you
have
to
consciously
decide
which
way
to
go.
• Goals,
missions,
visions
provide
a
natural
framework
to
help
you
iden<fy
and
establish
your
priori<es
and
make
the
"right"
choices
based
on
the
long-­‐term
view
of
what
is
most
important
to
you.

74. 5.
GOALS
CAN
PROVIDE
A
ROADMAP
• Goals
can
provide
a
roadmap
to
take
you
from
where
you
are
to
where
you
want
to
be.
• A
well
craYed
strategy
with
an
accompanying
set
of
intermediate
goals
provides
a
framework
to
reach
far
away
targets.
• Your
intermediate
goals
give
you
valuable
feedback:
they
tell
you
whether
you
are
making
progress
or
not,
and
can
warn
you
if
you
are
gebng
further
away
from
progress.
• In
almost
any
endeavor,
you
will
need
to
make
adjustments
to
your
plans
and
overall
strategy
as
you
learn
from
your
mistakes,
face
and
overcome
obstacles,
and
experience
unexpected
setbacks.

75. SETTING
GOALS
Are
you
being
“S
M
A
R
T”
about
your
goals?
• S
Specific
&
Significant
• M
Measurable,
Mo<va<onal,
Methodical
&
Meaningful
• A
Ac<on-­‐oriented
&
Achievable
• R
Responsible,
Realis<c
&
Relevant
• T
Time-­‐bound
&
Tangible

76. SMART
GOALS
• A
common
acronym
in
goal
sebng
is
SMART
goals.
• The
SMART
acronym
is
used
to
describe
what
experts
consider
to
be
"good"
goal
statements
because
they
contain
most
of
the
essen<al
ingredients.
• The
SMART
acronym
itself
has
several
different
varia<ons
depending
on
who
you
ask.
However,
it
is
useful
to
look
at
all
of
them
because
it
provides
a
well-­‐
rounded
goal
statement.

77. SIGNIFICANT
Significant
goals
are
the
ones
that
will
make
a
posi<ve
difference
in
your
life.
If
a
goal
is
not
significant,
why
are
you
even
contempla<ng
it?
Is
it
really
your
goal?

78. MEASURABLE
• There
is
an
old
saying
that
says
"what
gets
measured
gets
done.”
• Making
your
goal
measurable
helps
you
see
your
progress,
recognize
if
you
are
moving
in
the
right
direc<on,
and
see
how
far
you
s<ll
need
to
go.
• Some
types
of
goals,
like
saving
a
certain
amount
of
money
each
month,
or
reading
100
pages
per
week,
are
very
easy
to
measure,
while
other
goals
are
harder
to
measure
concretely.

79. • For
example,
if
your
goal
is
to
improve
your
rela<onship
with
your
spouse,
how
do
you
measure
it?
• Focus
your
goal
on
specific
ac<ons
you
can
take
that
will
help
you
achieve
your
overall
objec<ve.
• For
example,
if
you
want
to
improve
your
rela<onship,
your
goal
might
be
to
prac<ce
the
"4
small
steps
to
a
bener
rela<onship"
every
day.
This
is
something
that
you
can
easily
measure.

80. MOTIVATIONAL
• Goals
need
to
be
mo<va<onal.
They
need
to
inspire
you
to
take
ac<on
and
make
progress.
• One
of
the
best
ways
to
make
goals
mo<va<onal
is
to
ask
yourself
why
you
want
to
achieve
it.

81. METHODICAL
• Methodical
means
that
you
need
to
think
about
a
strategy
for
how
you
are
going
to
accomplish
your
goal.
• You
don't
need
to
know
all
the
details
at
first,
just
start
with
a
general
plan.

82. MEANINGFUL
• Your
goals
should
be
meaningful
to
you.
• This
ensures
that
they
are
really
your
goals,
rather
than
your
parent's
goals,
or
society's
goals.

83. ACHIEVABLE
&
ACTION
ORIENTED
Achievable:
• This
means
that
you
can
have
a
reasonable
expecta<on
of
achieving
these
goals
AcEon-­‐Oriented:
• This
means
your
goal
should
focus
on
ac<ons
you
can
take
that
are
in
your
direct
control.
• It
is
OK
to
have
goals
whose
outcome
you
cannot
directly
control,
as
long
as
you
are
clear
about
the
ac<ons
you
need
to
take
to
do
your
part
in
the
process.

84. REALISTIC
• RealisEc:
means
that
the
ac<ons
associated
with
your
goal
are
things
that
you
can
do.
• For
example,
if
your
goal
requires
you
to
spend
3
hours
at
the
gym
each
day,
that
may
not
be
a
very
realis<c
assump<on
given
your
present
situa<on
and
lifestyle.
• Relevance:
Good
goals
are
relevant
to
you
and
to
your
life.
Relevant
goals
are
meaningful
and
significant,
they
can
make
a
difference
in
your
life.

85. TIME-­‐BOUND
• Establishing
a
clear
deadline
for
goals
adds
an
element
of
urgency
and
mo<va<on.
• Trackable:
All
goals
should
be
trackable
so
you
can
see
what
your
progress
is,
either
in
terms
of
results
you
are
experiencing,
or
ac<ons
you
are
taking.
• Tracking
your
goals
helps
you
determine
if
you
are
going
in
the
right
direc<on
and
make
any
necessary
adjustments
along
the
way.
• The
best
SMART
goals
are
focused,
specific,
short-­‐term
targets
that
involve
things
that
are
under
your
direct
control.

86. Why
do
so
many
people
who
realize
that
the
key
to
success
is
sebng
goals
s<ll
do
not
set
and
work
toward
clear
goals?

87. OBSTACLES
TO
SUCCESS
SIX
REASONS
WE
FAIL
1.
Taking
Ac:on
Without
Planning:
When
it
comes
to
goals,
impulsiveness
is
the
key
to
regret.
Considerable
thought
must
be
given
to
the
ends
as
well
as
the
means
of
your
strategy.
2.
Planning
Without
Taking
Ac:on:
Endless
prepara<on
is
worse
than
ac<on
without
planning.
Accept
that
things
will
never
be
perfect.
Ques<ons
will
forever
exist.
Plan
well
and
launch!
3.
Unrealis:c
Timeframes
and
Expecta:ons:
Life
is
a
process,
not
an
event.
Nothing
great
was
ever
built
easily.
Exercise
wisdom
and
learn
to
be
pa<ent.

88. 4.
Why
you
want
to
achieve
a
goal:
Before
taking
ac<on
on
anything
it
is
important
to
ask
yourself
this
key
ques<on.
"Why
do
I
want
to
achieve
this
goal?”
5.
Conflic:ng
Values:
When
we
have
not
clarified
our
reasons
why
or
defined
what
success
means
to
us
personally,
we
operate
on
someone
else’s
defini<on.
6.
Lack
of
Focus:
Success
demands
focus.
It
is
the
hallmark
of
all
truly
great
people.
Your
ability
to
get
and
remain
focused
or
lack
there
of
is
perhaps
the
key
determinant
of
your
success.

89. TOP
SIX
REASONS
PEOPLE
DO
NOT
SET
GOALS
• Experts
es<mate
that
only
5-­‐10%
of
people
bother
to
think
about
their
goals
regularly
• Among
those
people
only
1%
to
3%
have
clear
wrinen
goals.
• If
goal
sebng
is
such
a
powerful
tool,
why
don't
more
people
use
it?

90. 1.
LACK
OF
PURPOSE
• Goals
can
help
you
get
what
you
want,
but
they
won't
help
you
figure
out
what
that
purpose
is!
• You
have
to
be
clear
about
what
you
really
want
before
you
can
use
goals
to
help
you
obtain
it.

91. 2.
NOT
REALIZING
THE
POWER
OF
GOAL-­‐
SETTING
• People
don't
realize
the
power
and
value
of
goal-­‐
sebng
as
a
tool
for
success
and
high
achievement.
• It
is
likely
that
they
were
never
introduced
to
goal-­‐
sebng.
This
kind
of
planning
is
not
something
usually
taught
in
our
organiza<on
system.

92. 3.
NOT
KNOWING
HOW
TO
SET
GOALS
• Many
people
think
they
have
goals,
but
what
they
really
have
are
just
wishes.
• Others
say
that
they
tried
goal-­‐sebng
and
concluded
that
it
doesn't
work.
• People
almost
never
write
them
down
or
prepare
a
plan
for
achieving
them.
• Goal-­‐sebng
is
a
tool
that
helps
you
achieve
what
you
want
step-­‐by-­‐step.

93. 4.
FEAR
• Fear
is
a
powerful
emo<on
that
can
help
us
in
many
circumstances,
but
can
also
be
destruc<ve
and
paralyzing.
• Goal
sebng
oYen
requires
us
to
overcome
several
deep-­‐
rooted
fears:
• Fear
of
failure
• Fear
of
rejec<on
• Fear
of
the
unknown

94. 5.
A
BUSY
&
UNORGANIZED
LIFESTYLE
• A
common
reason
people
don't
set
goals
is
that
they
are
too
busy
and
unorganized
to
even
consider
taking
on
new
challenges.
• They
come
up
with
excuse
aYer
excuse
of
why
they
cannot
set
goals
right
now.
• One
common
excuse
is,
"I'll
set
goals
someday
when
things
senle
down
a
bit
and
I
get
more
<me."
• They
never
end
up
finding
the
<me.
You
have
to
make
Eme
for
sejng
goals.

95. 6.
THEY
GET
OVERWHELMED
• Many
people
get
inspired
to
try
goal
sebng
because
they
read
about
it
or
hear
it
on
the
news.
They
want
to
be
more
successful
and
achieve
bener
results,
and
they
understand
that
goal
sebng
can
help
them.
• A
large
number
of
them
fall
into
a
common
trap
that
quickly
leads
to
overwhelm
and
frustra<on,
and
they
oYen
end
up
abandoning
goal
sebng
before
they
even
get
started.
• You
have
to
start
small
and
gradually
build
up.
New
goal
seners
should
limit
themselves
to
only
few
goals
that
they
can
pursue.
• Eventually,
most
people
can
simultaneously
pursue
one
or
two
large
goals
in
every
important
part
of
their
life
without
feeling
overwhelmed.

96. • In
almost
any
endeavor,
you
will
need
to
make
adjustments
to
your
plans
and
overall
strategy
as
you
learn
from
your
mistakes,
face
and
overcome
obstacles,
and
experience
unexpected
setbacks.
• Your
strategy
will
also
need
to
change
and
adapt
based
on
the
situa<ons
and
circumstances
you
experience.

97. 10
STEPS
TO
ACHIEVING
ANY
GOAL
1. Write
It
Down:
Goals
are
specific,
measurable,
and
<me-­‐sensi<ve.
Write
your
goals
so
that
they
reflect
all
three
components.
2. List
Your
Personal
Benefits:
Iden<fy
exactly
"Why"
you
want
to
achieve
this
goal
3. Analyze
Your
Current
PosiEon:
Iden<fy
exactly
your
specific
strengths,
weaknesses,
and
opportuni<es
as
they
relate
to
achieving
this
goal.
4. IdenEfy
Obstacles
and
Risks:
List
everything
that
could
possibly
prevent
you
from
achieving
this
goal.
5. IdenEfy
Investments
and
Sacrifices:
List
everything-­‐
<me,
money,
and
sacrifices-­‐
that
you
can
an<cipate.

98. 6. Knowledge
Requirements:
Iden<fy
what
addi<onal
knowledge
you
need
to
acquire
or
have
access
to.
7. Support
Team:
List
the
people,
groups,
and
networks.
8. Develop
Your
Plan:
List
each
ac<vity
and
their
corresponding
target
dates
for
comple<on.
Use
all
the
informa<on
gathered
in
previous
steps
to
develop
your
plan.
9. Set
a
Deadline:
Determine
a
reasonable
deadline.
10. Reward
and
Celebrate:
Iden<fy
your
reward
for
the
achievement
of
this
goal.

99. GOOD
LUCK
IN
DETERMINING
AND
SETTING
YOUR
GOALS
AND
MISSION
STATEMENTS!
Please
contact
us
at:
www.meritcenter.org
nozgur@meritcenter.org