Posts in Business is ART

Quit Calling Objectives “Goals” – Just Quit It

January 22nd, 2018 Posted by Behavior, Blog Post, Business is ART, Goal, Objective 0 thoughts on “Quit Calling Objectives “Goals” – Just Quit It”

This might be a little nit-picky, but, there is a difference between goals and objectives. Goals, by nature, are not particularly SMART…you know:

  • Specific
  • Measurable
  • Achievable
  • Realistic
  • Time-bound

These are actually the characteristics of well-defined objectives. You measure your progress toward achievement of goals through objectives. Objectives support goals.

We said that goals are not particularly SMART. That is more than just a cute play on words and acronyms. Goals are more of a destination – more like an “Are we there yet?”

SMART objectives invite you to be realistic and in a hurry. Goals invite you to dream big and be more concerned with the getting there than the speed with which you do.

That’s why we take a little bit of umbrage with this article at Entrepreneur entitled Set Goals for Your Employees. Don’t get us wrong, we completely agree with setting goals for employees.

And at the risk of sounding a little Sheldon Cooper-ish, we actually do agree with the content of the article – as long as you substitute the word “objective” in 95% of the instances the article actually uses the word “goal.”

With that in mind, here are a few comments on the main points/recommendations of the article:

  1. “Set goals with employees” – Yes! We love it. This is part of including your employees in developing the strategy. It adds buy-in and promotes an environment in which employees are engaged.
  2. “Reevaluate goals frequently” – No! Not unless you frequently change your mind about where you want to go (a goal is a destination). But do frequently evaluate objectives.
  3. “Make goals specific and measurable” – No! Goals are decidedly grandiose and not measurable in themselves. Make supporting objectives SMART which includes their being specific and measurable.
  4. “Goals don’t have to be tied to sales” – Correct! Nor profits. We like value-based goals as opposed to profit and sales driven goals. Focus on the types of goals that will really get employees engaged in the business on an emotional level.
  5. “Make sure employees goals are attainable” – No! Goals are big and lofty. Never measure an employee’s performance based on big, lofty goals. Rather, do it on objectives, which, yes, should be attainable.
  6. “Be consistent” – Absolutely. And you can start by consistently not misusing the word “goal” in place of the word “objective.”
  7. “Watch your timing” – Wrong! Not for goals. They are long term. Objectives are time-bound.
  8. “Avoid rivalry” – Ehhhh….this one feels a little like “everyone gets a participation trophy.” A little FRIENDLY rivalry in-house can be healthy. Just don’t allow it to create clicks and jerks.
  9. “Set goals that tie employees into the success of your company” – Correct! Set objectives that tie employees into the success of your company.

This might all sound a little nit-picky, but it is important to remember the distinction between goals and objectives. Know the difference and plan accordingly.

PUT IT TO USE!

Reach Your Goals with Measurable Objectives

Now that you know the difference between “Goals” and “Objectives”, let’s put that knowledge to use! Plan Canvas helps you identify, communicate and track goals, objectives, initiatives, action items and more in one convenient, easy to access, easy to use tool.

What is SEM – Strategic Execution Management?

December 12th, 2017 Posted by Blog Post, Business is ART, Business Plan, Objective, Strategic Planning, Strategy, Vision 1 thought on “What is SEM – Strategic Execution Management?”

As we prepared to launch Plan Canvas, a bootstrapped passion project led by subject matter and technical experts, none of who had a clue about marketing and public relations, we began thinking about how to truly position ourselves in the market.

Plan Canvas’ origins are in the book Business is ART (Articulate, Revise, Track), which makes it clear that there is a distinction between strategic planning and strategic management.

See related post 2 Main Phases of Business – Planning it and Running it.

How to differentiate

So, from the start, Plan Canvas has never been about “develop a one-and-done business plan” even though the prevailing sentiment erroneously assumes that is exactly all a business plan is – one-and-done. Instead, Plan Canvas has always been about executing to and revising the plan as you move along. That is where the real benefit of planning is realized.

So rather than being a simpler business planning tool in a saturated market, we knew we had to position ourselves differently because we are genuinely different.

As an unknown startup with limited means to reach large numbers of potential customers, we were excited (and somewhat shocked) to accept an invitation to meet with representatives from technology research firm Gartner, who had come across Plan Canvas through our humble and limited content marketing efforts.

Should Gartner decide at some point to review Plan Canvas in greater detail, it would be a tremendous honor because Gartner is a major influencer.

A Eureka Moment

In the meantime, they provided us with the perfect answer to our question – how do we position ourselves in the market?

The answer is that Plan Canvas fits into an emerging market of Strategic Execution Management, or SEM, tools. At a very high level you can think of SEM as the bringing together of business/strategic planning and project portfolio management (PPM) – with a focus on communication and the achievement of measurable results.

From Gartner’s perspective, SEM tools support the process of ART-ful strategy execution in several ways, including, but not limited to:

  • Visualizing the organization’s strategies, goals, missions, objectives, plans, projects, etc – Articulate
  • Prioritizing any continuing, upcoming and in-flight investments relative to strategies – Articulate, Revise
  • Continuous planning and project investments – Articulate, Revise
  • Capturing actual metrics – Track

Plan Canvas does this and more, including the additional elements of Gartner’s definition of SEM.

We’re getting there

And so we carry on with our journey to put Plan Canvas in the hands of those who stand to benefit from its use – but now with a renewed sense of who we truly are.

Step 1: Build and validate the product – CHECK!

Step 2: Determine the market position – CHECK!

Step 3: Determine appropriate market messaging and introductions to influencers – WORKING ON IT!

A Damn Fine Design Studio

November 15th, 2017 Posted by Blog Post, Business is ART, Business Plan, Inspiration, Subscriber of the Month 0 thoughts on “A Damn Fine Design Studio”

Our featured subscriber of the month is FRW Studios and its founders/owners Julie and Lance White.

As their tagline states, FRW is “a damn fine design studio” based out of Dana Point, CA. FRW offers efficient, creative, lasting solutions for all of one’s marketing and advertising needs. Their primary customer is marketing departments that want to save costs on extra employees.

Julie and Lance have years of experience in the services that FRW provides, but FRW is itself a start-up, less than a year old. And although Plan Canvas is less than 3 months old, Lance is not new to the processes and templates of the Plan Canvas software.

Before launching FRW Studios with his wife, Julie, Lance managed an automobile dealership. When the automaker demanded a business plan or risk losing the dealership, Lance employed the practices defined in Business is ART, the book by Plan Canvas founder Jon Umstead upon which the software is built.

The automaker accepted the resulting plan, and within the first month of executing to it, Lance’s team met its monthly targets for the first time in over a year.

“When he told me that,” reflected Jon, “I said it was merely a coincidence. You don’t typically see results that fast.”

But Lance disagreed, saying it was absolutely no coincidence at all. He said the difference was that, with the plan, he and his team were better focused on what they had to achieve.

Want to try Plan Canvas but think you may need the assistance of a consultant?

We have you covered.

Sometimes you just need a little help or a little push to get started. We have an option for a minimal engagement with a consultant to help you do just that.

Learn More…

And that’s the real value of a plan

Lance could have simply developed a plan to satisfy the automaker, then throw the plan away, as is often the case – use the plan to satisfy the wants/needs of some third-party, for whatever purpose, then discard it. But he gained even more value out of it by managing the plan well after the automaker was satisfied with the sheer existence of one.

Having had that positive experience, when the time came to define their new business, FRW Studios, Lance and Julie became early adopters of Plan Canvas, first as beta test users, and now as users of the production software.

“Right away we were able to see what was going to be the most important aspects of our design firm”

According to Lance, “Right away we were able to see what was going to be the most important aspects of our design firm in order to succeed. As a living document, our business plan has changed, but we’re focusing on the right aspects of our business.“

Julie and Lance feel that a major difference between how things are now, using the tool, versus how they would have been had they not used it, is in measuring and seeing success.

“It feels so good to be farther along than the original goals in our mind, plus we were able to see certain positions we planned to hire weren’t needed quite yet.”

These are real, measurable outcomes.

The future is bright

In three years, Julie and Lance see FRW Studios as one of Orange County California’s highest-rated design firms, with their current clients not just still with them, but true advocates for FRW.

Julie and Lance are passionate about FRW Studios. It is their startup baby – they birthed together- and it is named after their children, Frances and Reagan White (FRW).

Lance says, “My wife and I started our firm for their future. And when you love your work like we do, it passes off to your personal life.”

We hope Plan Canvas is along for every step of the ride and are proud to be associated with Julie, Lance and FRW Studios – a damn fine design studio and a damn fine couple of entrepreneurs.

Please click here for a list of some of the features and a demo of Plan Canvas.

You Should Put Yourself on a PIP

July 10th, 2017 Posted by Blog Post, Business is ART 0 thoughts on “You Should Put Yourself on a PIP”

PIPI’ve been put on a Performance Improvement Plan…a PIP!!! My. Career. Is. Over.

That’s kind of what we think of a PIP, isn’t it? Because, that’s kind of what it classically is. It’s bad news. It means you really ticked someone off. It means you better meet all of the objectives defined in the PIP or you’re headed out the door.

The old CYA

From a manager’s perspective, putting someone on a PIP is the final step before freeing the employee up to pursue other opportunities. It’s a way to cover the proverbial butt to make sure there is no case to be made regarding the unfair treatment of the soon to be departing employee.

But it shouldn’t be. It should genuinely be a tool to help an employee reach his or her potential. Often, an employee struggles because goals and objectives were never made clear. It’s hard to hit a target if no one has ever told you what the target is. With a PIP, there is no question.

Why didn’t I think of that?

I was recently speaking with David Brentley and Avion Johnson of Credit Reinventors about Plan Canvas, the soon-to-be-released business planning software based on my book Business is ART, when David hit me with a “eureka moment.”

He said, “You know, what we are really talking about with this software is a perpetual performance improvement plan for the organization.”

We then talked about how PIPs have such negative connotation but really shouldn’t. We should all be on PIPs all the time because we should be striving to do better every day. But we reserve PIPs as a last ditch effort to encourage an employee to do better…duh!

We should all be on a PIP

We should be on PIPs. Our businesses and organizations should be on PIPs. All the time, not just when things have gone badly.

I can’t wait to make Plan Canvas available to you…and put you on that PIP that you so richly deserve (insert maniacal laugh here).

Click here to be kept up-to-date on the beta test and release plans of Plan Canvas.

Obvious blurred lines – improve focus by unfocusing

May 16th, 2017 Posted by Behavior, Blog Post, Business is ART 0 thoughts on “Obvious blurred lines – improve focus by unfocusing”

Photo courtesy gratisography.com

Have you ever heard or used the following phrases: You’re over-thinking things, or, you’re getting into analysis-paralysis.

How about: Look before you leap?

So which is it? Think and focus, or stop thinking and jump?

It strikes me as kind of funny that new research suggests it’s both. It seems kind of obvious, doesn’t it? It’s like saying “New research suggests some people like to drink beer while watching a football game.”

But here it is

But here it is. As reported in HBR. Read it for yourself: Your brain can only take so much focus.

As you’ll see in the article, you are encouraged to “unfocus” at times and that unfocusing is important to healthy focusing. Again, a little like saying, “Periodically you should stop running in order to improve your running.”

How do you unfocus? The article suggests several helpful tips, like: daydream constructively, take a nap, and pretend to be someone else. I’ve just one question. Do you have to occasionally daydream in an unconstructive manner in order to improve your constructive daydreaming?

Maybe it’s me

Maybe I’m just in one of those moods today, but, seriously. Do we have to conduct research to tell us we can’t stay focused all the time and that there is a such thing as too much focus?

Do we not know that over-focusing can result in tunnel vision?

Let’s do something real

Hey, want a constructive way to put some focus in to your business without writing a mini-novel that some people, perhaps the same ones who conducted the focus / un-focus study, would call a business plan?

Check out my book, Business is ART, available at Amazon, and stay informed on the progress of the soon-to-be released Plan Canvas, the business planning software based on the book, by signing up for my monthly newsletter.

And now if you will excuse me, I am going to go constructively daydream in the hopes I will fall asleep and imagine myself being someone else. I intend to wake up effectively and completely focused.

Modern Business Failure Part 2 – Pets.com

May 2nd, 2017 Posted by Blog Post, Business is ART, Business Plan, Uncategorized 0 thoughts on “Modern Business Failure Part 2 – Pets.com”
Photo courtesy of gratisography.com

Photo courtesy of gratisography.com

“Failure” is an ugly word. Some say there is no such thing as long as you are learning and applying that knowledge to your next attempt. Let’s just assume for a moment that failure is real, and is indeed an option.

As an entrepreneur, failure is something you’ll have to come to terms with. You will have failures as you try to build a business.

Even as you succeed, the possibility for failure is always there. In fact, sometimes a surge of success can actually end in failure.

A few weeks ago, we talked about once successful businesses that slowly died out and shut down altogether. Today, we’re going to focus on one specific company that fell almost as quickly as it rose.

The Brief Success of Pets.com

Pets.com is often the poster child of the dot-com bubble burst – and with good reason. They received huge amounts of capital investment before actually achieving anything, they became a nationally known brand through a wildly successful marketing campaign, and then they imploded almost immediately after.

Looks good….wait a minute

Before things came to a terrible end, however, it looked as though they might be the last big internet company to come out of the 90’s. Like so many early internet companies, their concept was simple: sell pet food, supplies, and accessories online. The pet supply industry was valued at $23 billion at the time, and little to none of that was being moved through the internet.

With such a simple, powerful domain, success seemed all but guaranteed. Especially once their advertising kicked in. The Pets.com sock puppet mascot became a nationally recognized icon almost immediately.

Whether you loved him or hated him, you knew him. After all, he appeared on Good Morning America, Live with Regis and Kathie Lee, a Super Bowl Commercial, and as a float in the Macy’s Thanksgiving Day Parade in the span of months.

All this marketing was funded by venture capital money, as well as Amazon, who bought half of the company’s shares very early on. While Amazon wasn’t quite what is today in the late 90’s, it was still a pretty big deal.

When Pets.com went public, it closed at an $82 million IPO. Soon, they were employing 320 people.

So what happened?

Pets.com was all basic idea and no actual execution, research, or planning. The company started when a Harvard business student convinced the guy who owned the domain to use it for selling pet supplies.

That was the entire vision, and it was enough to convince investors to buy in.

Before they had any plans on how to scale to being a nationwide distributor, Pets.com had embarked on an $11 million marketing campaign. Trouble was, they were losing money on every sale they made, even before advertising was taken into account.

A lot of issues stemmed from the fact that they did almost zero market research beforehand, so they had no idea what consumers’ spending habits would be. It turned out, many people weren’t ready to buy pet supplies online, and those who were bought small quantities of simple products with poor profit margins.

These types of orders actually hurt Pets.com’s finances.

They attempted to incentivize additional purchases by offering things like free shipping, but as you may know, pet food isn’t known for being light weight. Their expenses increased.

Meanwhile, they were investing heavy amounts of money in expanding infrastructure, servers, engineers, and more to handle their growth and expansion. This was before pre-built ecommerce solutions existed. There was no cloud computing. Software hadn’t been designed to connect websites with warehouse inventory.

They had to try and do it all themselves, which led to additional errors, delays, and worst of all, further loses.

Pets.com was this hugely recognized brand that no one actually used.

Realizing they weren’t going to be able to make it work, Pets.com made one of their smarter decisions and liquidated their assets. This happened less than 300 days after going public.

While a fair share of money was lost, it’s worth noting that Pets.com did get some money back to their investors after their liquidation. PetSmart bought their domain (and they still have it), while a car financing company bought the sock puppet mascot for $125,000. Yep, that actually happened.

What Business Owners Can Learn from This

While Pets.com is often used as a cautionary tale about investing in unproven startups, I think there’s a more important lesson here. Simply put, they didn’t plan. They didn’t strategize. They didn’t research.

They tried to skip over the first, and arguably most crucial part of starting a business, and it ended up being their death sentence. A business needs more than a hot idea and some money.

Never miss a beat

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What is that supposed to mean? Nothing is holding me back!

April 27th, 2017 Posted by Blog Post, Business is ART, Inspiration 4 thoughts on “What is that supposed to mean? Nothing is holding me back!”
critique

Laura Harting – Urbana University

As discussed in a previous blog, I had the great honor of having my book used in a 300-level course on strategic management and leadership at Urbana University this semester. Last week I met with the students from the class to listen to their feedback on the book.

The following critique and testimonial was written by one of the students, Marketing and Management major Laura Harting, who gave her permission to post it in its entirety here.

Thank you very much, Laura and here’s is to a great future!

Laura’s Review

Generally, I really enjoyed using the Business is ART book.  Jon’s advice and instructions in the book felt genuine and straight from the heart. He really had a way of engaging his readers and being relatable.

The end of chapter questions were among my favorite parts. They helped me bring the things I read full circle and relate them to my own life and my future plans, along with previous experiences.

Before I began reading Business is ART, I will say I was skeptical. But what I found within the book was not what I was expecting. Not only was the book insightful, but it really brought things in my own life to my attention.

For example, in Chapter 1, the end of chapter questions talked about our vision and how we define success. This made me think about what I want in my future and the steps I need to take to get there. Thinking about my vision for my life was an eye opener. It made me realize that I had not really done any prior planning for post-graduation.

In Chapter 2, we were asked about the things that we feel are holding us back. At first I kind of brushed this question off, thinking, “What is that supposed to mean? Nothing is holding me back.”

But this is really not the case. In fact there are a lot of things that have been holding me back – a lot of that being fear of the future. I realized that my hesitation to move far away from the place I have known and loved my whole life was holding me back from some amazing career opportunities.

At the beginning of this course, my plan for graduation was to apply for jobs close to home. Now, less than a month from graduation, I have had phone interviews for out-of-state jobs and even traveled to Nashville for interviews in order to explore career opportunities.

Without Business is ART, I feel I would not have realized that my fear of the unknown was holding me back from amazing career opportunities. I realized that being tied down to next to nothing was not limiting me to stay in Ohio and close to my family. Business is ART somehow managed to get me to see things about myself that I was not seeing before opening the book.

Overall, Business is ART, and the end of chapter questions were very useful to me as a soon-to-be college graduate.

An apology

To Laura’s friends and family that may not want her to relocate…uhhhh…I’m sorry.

A note to all

Stay in touch by joining my email list and signing up for my monthly newsletter. I don’t spam and try very hard to provide you with enjoyable and informative content.

Lessons learned – stop talking, start listening, start conversing

April 25th, 2017 Posted by Blog Post, Business is ART 0 thoughts on “Lessons learned – stop talking, start listening, start conversing”
college

Students of MGT 315 at Urbana University

This past semester, Business is ART was used as the textbook for MGMT 315 – Strategic Management and Leadership, led by Cate Brinnon, assistant business professor at Urbana University in Urbana, Ohio. But it was I who took away several valuable lessons.

Just before the course began, Cate asked if I would be open to sitting in with the class near the end of the semester to listen to their feedback.

For a little over 3 months, I waited anxiously, perhaps a bit nervously, to see how the book would be received by the students. After-all, it was not written as a textbook for classroom purposes.

That day of reckoning finally came last week, and we got so caught up in conversation that we had to schedule a second visit (also last week).

The experience left me both humbled and impressed by an articulate, intelligent group of young people. It was a fantastic experience that I’d repeat any time, over and over again.

Listening is key to learning – and leading

One of the things Cate emphasized to me before I visited her class was that the students are bombarded every day with people that just want to talk to them. They get enough of that. She encouraged me to listen to them. Let them talk.

As Cate stated in a news article that ran in the Urbana Citizen regarding the course, “I believe there have been some revelations with some of what it is [the students] truly wish to do with their lives in the short and long term.”

That was confirmed during my visits

Through the course, several students had in fact figured out exactly what they want to do in the near and long term. At least one student is already actively planning the launch of a business. Others are at least thinking about where they might be headed, perhaps for the first time ever really asking themselves, “Why am I doing this? Why not that?”

Many of the students indicated they most benefitted from going through the exercise of developing a personal vision and roadmap to success. In the book, I call it a “self-assessment.” In the Plan Canvas software (the planning software based on the book), it is referred to as a Personal Plan.

Strategic planning seemed valuable as well, while business plan development was less important at this stage of their careers/lives – except for the student who is launching an actual business and the students who had to develop business plans for a separate course.

When I mentioned the possibility of publishing a second edition of the book – one that is geared more toward students and startups – a student urged me not to make it too much like a textbook.

Don’t talk down to us

She said, “All of our textbooks talk down to us, but your book doesn’t. It has a conversational style.”

What a great complement and something we should all carry forward, not just at work, but in our personal lives as well. Stop talking to. Start listening to. Start conversing with.

Rest assured, these students taught me many great lessons. I’ll share more of them in a subsequent post.

Let’s keep in touch

Stay in touch by joining my email list and signing up for my monthly newsletter. I don’t spam and try very hard to provide you with enjoyable and informative content.

Business Planning is Over My Head – Or is It?

March 31st, 2017 Posted by Business is ART, Business Plan, Entrepreneur 0 thoughts on “Business Planning is Over My Head – Or is It?”
This post was provided by guest blogger, Lindsey Evans, of 16th Floor Media. Find Lindsey on Facebook @16thFloor
Lindsey

Lindsey Evans – 16th Floor Media

When Jon told me that he was creating a business planning software, I have to admit I was skeptical. I’ve tried business planning before and it’s over my head.

I work in creative services and the mention of math in any form tends to turn me away. However, I agreed to try the Beta test version of Plan Canvas, the business planning tool based on Jon’s book, Business is ART. I am extremely glad that I did.

It all becomes clear with planning

I have been a solopreneur for a year and a half since I left my salary position. My goal for about 6 months was to hire an additional worker to take away my day-to-day workload and focus on the larger tasks. In the limited amount of time I’ve been able to dedicate to Plan Canvas in the last 2 months, it became apparent my hiring decision couldn’t wait.
Once I saw the numbers in black and white it jumped right out at me, ” What are you waiting for?”
I can proudly say I have added to my team! Not only is my workload lessened, but my client base has expanded!

Do it

I would recommend Plan Canvas to any business owner who thinks they “don’t need to formally plan anything.” Jon has thought two steps ahead with this software.
The beta test team is currently working with over 35 businesses and entrepreneurs across all types of industries! Start-ups and existing businesses, first-time business owners and seasoned pros – all part of the beta test!

Without hundreds of templates, it works for any type of business

Exactly what types of industries and professionals are currently using Plan Canvas?

Take a look!

  • eMail Marketing Consultant
  • Web Design
  • Architecture
  • Executive Coaching
  • Software / Consulting
  • Graphic Design Consultant
  • Graphic Design Consultant
  • Social Media Marketing
  • Property Management Consulting
  • Restoration
  • Startup Coach
  • Non-Profit Exec Director
  • Leadership Consulting
  • Web Design
  • Business Consultant
  • Craft Beer
  • Insurance Agent
  • Video Marketing
  • Painter (exterior/interior)
  • Chiropractor
  • Graphic Design
  • Entrepreneur – Restaurant Owner
  • CPA
  • Coffee Shop Owner
  • Retail Buyer
  • Baker
  • Blogger
  • College Professor
  • Chamber of Commerce
  • Startup entrepreneur / former banker
  • Mergers & Acquisitions Advisor
  • Baked Goods & Specialty Candy
  • University Entrepreneur Club Leader
  • Computer Services

If it works for me, it will work for anyone. Go to the Plan Canvas Facebook page to keep up with how the beta is going and more.

 

How to Set Goals and Actually Achieve Them

March 22nd, 2017 Posted by Business is ART 0 thoughts on “How to Set Goals and Actually Achieve Them”

GoalWhen done right, setting goals is a great way to motivate you towards success and track progress. Done poorly, however, and goals become a burden. A list of dreams you’ll never achieve.

That’s why it’s not enough to blindly set goals. You must be strategic about it. You need to be intentional if you want to create goals you can actually achieve.

For starters, you should…

Write Them Down. Make Them Visual.

You probably have some vague idea of your goals in your head. But that’s not enough. You need to write down your goals. Even if you’re a solo operation. Writing them down will not only work as a reminder, but it will help you to analyze them differently.

Something that sounded great in your head might not make sense once you see it written out. Or it may inspire another idea. If it helps, you can try creating a visual to track your goals – perhaps display an image to serve as a reminder of a goal you’ve set.

Whatever it takes to keep your goals in mind.

Break Goals Up. Start Small.

When setting goals, you should write them down in their most basic forms. A sentence, no more. Goals are rarely accomplished in one fell-swoop. Instead, it takes many smaller actions and achievements that lead up to the big end-goals – these are measurable objectives.

Start with the small, simple action steps. If you can’t achieve those first, you’ll never achieve your larger goals.

Focus on What You Can Do and Control

Entrepreneurs sometimes get hung up on what they can’t control. If you sell a product, you can’t force someone to buy it. But you can make sure that product is perfected. You can create excellent marketing material for it. You can reach out to marketplaces and publications to see if they will feature it.

When planning your goals, don’t set action steps that you can’t actually do. Instead, focus on the areas over which you have control. Save those things outside of your control for developing a risk mitigation plan.

Establish Rewards

Everyone loves to be rewarded. It’s a simple fact. In sports, the players always have the trophy or medal to chase. While you’re obviously going after success, “success” is a very vague, shapeless word. You have to define what it means for you. Then to better motivate yourself to achieve success (as you define it), try implementing rewards into your goal setting.

They don’t have to be anything complex. You’ll be surprised by just how motivating a little reward can be, whether it’s for you or your employees.

Be Prepared for Change

Life changes. Market places change. Yet, some have this idea that goals should never change. Maybe the overarching plan stays the same, but the smaller goals need to change along the way sometimes.

Look at a company like Facebook. When they started, they allowed American college students to see each other’s pictures and leave funny comments. Now, they provide news, social-platforms, marketplaces, digital communities, and more to people of all ages around the world.

Their overarching goal of connecting people has remained the same, but you can bet the focus of their smaller goals has changed dramatically.

Don’t stick with the same, stagnant goals over and over again. Be flexible.

But Always Remember the Reason

Even as you change and strive towards success, don’t forget the reason you started on your path in the first place. That’s going to be different for everyone, but it’s equally important for all. One of the most fundamental basic business principles is to simply remember your purpose.

Your goals will help you fulfill that purpose. Set them accordingly.

Stay in touch

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Plan Canvas is a community and a powerful software for improving your odds of business success and personal fulfillment.

© SeaSeven LLC 2017.
Developed with FRW Studios.