Quotes About Goals

you are so dedicated to goals over which you have control, so oblivious to anything over which you don't have control, and so free of neediness that expectations shouldn't even enter into the equation.

I have seen that the failure to set manageable goals is as common a mistake as any other. People get confused because they don't have a step-by-step plan. They casually talk about goals and results, or objectives, but they don't really know how to distinguish between them.

Goals you can control, objectives you cannot. By following your behavioral goals, you get to your objectives.

By following your valid goals you obtain your objective. By obtaining your objective you further your mission and purpose. At all times you set goals and objectives that are as valid as the mission and purpose they serve.

They are a tribe, a family, a fierce confederacy. They are also an assembly of individual personalities, private desires and goals and inner lives largely unknown. They are a wolf pack howling.

So many people postpone joy until they have achieved.

Discipline is the bridge between goals and accomplishments.

Success is steady progress toward one's personal goals.

If you go to work on your goals, your goals will go to work on you. If you go to work on your plan, your plan will go to work on you. Whatever good things we build end up building us.

In order to be truly happy in the largest sense of that word, we must have something to do, someone to love, and something to look forward to.

If you want real motivation, the kind that will consume every pore of your body, sustain itself not only through the next morning, but many mornings to come, and drives you to achieve your goals, look deep inside and see if you can find it within you. Because you sure won't find it anywhere else.

I have come to believe that concentrated time, when it's needed - freely given and with a special purpose - can accomplish goals that even years of traditional treatment sometimes cannot. (185)

Basing your goals on outcomes that deeply matter to you increases your chances of attaining these objectives because of the feelings of fulfillment they inspire within you each step of the way.

I look up to people who succeed in accomplishing their dreams.

Tight on goals, loose on means" is how U.S. Secretary of Education Arne Duncan has described his expectations of accountability systems, and that phrase aptly describes our aim for curriculum. When the means of learning are restrictive, the goals of learning get warped.18

We think that the demands of any given task are focused in the area of our goal, such as mathematical computation. But within the way we present a task, we often create demands that are not relevant to the goals or purposes of the lesson or task. For instance, consider the classic case of the word problem. We think the demands of the task are about math, but there are of course also reading demands that confound our understanding of students' successes or failures.

Despite the popular wisdom that we achieve success through positive visualization, it turns out that incorporating negative visualization makes us more likely to achieve our goals.

By not quitting, you are missing out on the opportunity to switch to something that will create more progress toward your goals. Anytime you stay mired in a losing endeavor, that is when you are slowing your progress. Anytime you stick to something when there are better opportunities out there, that is when you are slowing your progress.

If you had a navigation app for your goals and decisions, it would work like a premortem and a backcast and its output would look like the Decision Exploration Table. You've identified two broad categories of future events (those within and outside your control) that could decrease or increase your chances of failure or success and made an educated guess about their likelihood. You now have a good map of what might lie in the path on the way to your goal.

the pass-fail nature of goals, their inflexibility, and how pursuing them leads to ignoring other opportunities that might be available.

Exacerbating the pass-fail problem is that once we establish a goal, we rarely revisit it. Goals tend to be set-it-and-forget-it. The finish line doesn't move.

Of course, the world is uncertain and the world does change. That means that our goals ought to change in response. But the goals we set are remarkably unresponsive to new information.

I'm going to keep developing this product unless I fail to hit clear benchmarks within the next two months that I've set with my quitting coach.

When it comes to our aversion to closing accounts in the losses, the pass-fail nature of goals makes this problem worse. As soon as you set a goal or a target, you put yourself immediately in the losses, at least in relation to your distance from the goal. As soon as you cross the starting line, you are now short of the finish line.