Quotes About Goals

To experience more defining moments, we need to rethink the way we set goals.

The value of the miracle scale is that it focuses attention on small milestones that are attainable and visible rather than on the eventual destination, which may seem very remote.

should not be "losing 10 pounds," it should be something intrinsically motivating, such as "Fitting into my sexy black pants (without gastrointestinal distress)." Suddenly, your weight-loss mission starts looking more like a playful quest, with frequent victories along the way, and less like a daily weigh-in on the bathroom scale

SMART goals presume the emotion; they don't generate it.

Habits are behavioral autopilot, and that's why they're such a critical tool for leaders. Leaders who can instill habits that reinforce their teams' goals are essentially making progress for free. They've changed behavior in a way that doesn't draw down the Rider's reserves of self-control.

You can't count on these milestones to occur naturally. To motivate change, you've got to plan for them.

action triggers have unexpected value. Gollwitzer says that when people predecide, they "pass the control of their behavior on to the environment." Gollwitzer says that action triggers "protect goals from tempting distractions, bad habits, or competing goals.

Any successful change requires a translation of ambiguous goals into concrete behaviors. In short, to make a switch, you need to script the critical moves.

Lots of things are out of our control. But the goal is to be wise about the things that are under our control. And one thing we can control is how we define the ultimate victory and the small victories that lead up to it.

SMART goals presume the emotion; they don't generate it. In looking for a goal that reaches the Elephant—that hits people in the gut—you can't bank on SMART goals.

successful change transformations were more likely to set behavioral goals:

Ambiguity is the enemy. Any successful change requires a translation of ambiguous goals into concrete behaviors.

Ambiguity is the enemy. Any successful change requires a translation of ambiguous goals into concrete behaviors. In short, to make a switch, you need to script the critical moves.

the more successful change transformations were more likely to set behavioral goals: 89 percent of the top third versus only 33 percent of the bottom third. For instance, a behavioral goal might be that project teams would meet once a week

This "moment-spotting" habit can be unnatural. In organizations, for instance, we are consumed with goals. Time is meaningful only insofar as it clarifies or measures our goals. The goal is the thing.

In looking for a goal that reaches the Elephant—that hits people in the gut—you can't bank on SMART goals. (There are some people whose hearts are set aflutter by goals such as "improving the liquidity ratio by 30 percent over the next 18 months." They're called accountants.)

Habits are behavioral autopilot, and that's why they're such a critical tool for leaders. Leaders who can instill habits that reinforce their teams' goals are essentially making progress for free.

It's easy to find surface goals and stakes (to save the word, to stop the bad guy, save a life), but you often find that those aren't deep enough to help you create the plot. You run out of problems for the protagonist to tackle pretty quickly. The trick is to find the personal stakes and then work from there to determine the goals. People act when they want to (something to gain) or have to (something to lose).   Personal

Through our experiences, effective tactical objectives contain four distinct, necessary elements. Each objective must be specific, winnable, assessable, and time bound. An objective missing any of those key elements is much less likely to be realized by the objective setter.

But if you don't take the necessary steps to make them happen, dreams are just mirages that mess with your head!

Dude, you didn't fugue, you were just berserk. That's like comparing a lunatic to a pissed guy with goals.

I always wanted to have my own album released before I graduated from high school.

A mission keeps you on the rails. The OKRs provide focus and milestones.

One: set inspiring and measurable goals. Two: make sure you and your team are always making progress toward that desired end state. No matter how many other things are on your plate. And three: set a cadence that makes sure the group both remembers what they are trying to accomplish and holds each other accountable.