(1) Measurable: You can check the amount of it.
Testing makes teaching a measurable profession.
(2) Unrealistic: Not likely, probably not possible
It’s unrealistic to think we’ll gain 30% market share in our first year.
(3) Vague: Unclear
He gave a vague speech on improving sales or something. Actually, I’m not sure what he was talking about.
1. Why are goals good?
a. They inspire and are measurable.
b. They motivate and focus.
c. They help concentration and get results.
2. Why should a goal be specific and measurable?
a. So you’ll know when you succeed.
b. So that it’s motivating.
c. So you can get a raise.
3. Why does Jack Welch encourage unrealistic goals?
a. They give you good ideas.
b. To help employees do great things.
c. You can get $1,000,000.
By Jeremy Schaar
Personal Growth: Goal Setting.
Do you make goals for yourself? How about for your employees? Today, I’ll discuss the advantages of making goals, discuss how to make good goals, and introduce some good vocabulary too.
So why is it good to make goals?
In short, goals are motivating and they help us stay focused.
Goals are motivating. If we don’t feel like we’re going anywhere specific, we’re less likely to work hard. Everyone likes to be able to see good things in their future. Goals should be those good things. On a personal level, your career might advance when you meet a goal. Like, if you hit a sales number, then you’ll be considered for a promotion. On a company level, teams feel great when they complete something together.
And goals help us stay focused. For example, if you just think a little bit about becoming a better cook, it will never happen. A goal, such as I’m going to cook every day for one month, will focus you on actually getting better.
Next question: How can we make a good goal?
The first thing is that it needs to be specific and measurable. “I’m going to cook everyday for one month” is a great goal. I can check that. “I’m going to become a better cook” is bad. What does “better cook” mean. How can you know you’ve been successful? The same thing goes for work. Specific, measurable goals work. Vague ideas don’t.
Next up is that goals should be related to your values. Here at Stuart Mill, my goal is to help people learn English. My value is education. It doesn’t help me to say, let’s make a lot of money. It should be: let’s really help people learn Business English. (And hopefully money will follow.)
Now, normally in articles about goals, the writer or speaker will finish by telling you that goals should be realistic. I think that’s good advice, but not always. At GE, Jack Welch also had people set unrealistic goals. He wanted people to dream. He wanted them to do great things. Unrealistic goals can take you to a new place. So, yes, set realistic goals, but don’t be afraid to dream big. If you don’t, you’ll never be great.