Perfecting Goal Setting Using Subgoals To Achieve Your Success
Doing anything big and bold in the world is hard.
It takes passion, grit, luck, and often a decade or more of hard work to see a Moonshot materialize—much less succeed.
There’s no definite roadmap for a successful Moonshot. The path can be filled with obstacles.
But as Tony Robbins says, success leaves clues.
One of the key lessons I’ve learned from founding a number of successful companies and pursuing and achieving several Moonshots is the importance of what I call “staging your bold ideas.”
You have to break your bold vision into executable, bite-size chunks–what psychologists refer to as “subgoals.”
Let’s dive in!
WHY CREATING SUBGOALS IS CRITICAL
Subgoals bring dual benefits.
The first is the alignment of risk with reward.
Few projects ever receive all the funding they need at the beginning. Usually, capital comes in stages as entrepreneurs find new ways to mitigate risk.
Instead of one lump sum, money arrives in discrete waves: seed capital, crowdsourced capital, angel capital, super-angel capital, strategic partners, series A venture, series B venture, and sometimes even a public offering.
More and more investment comes as each increment proves the capability of the management team and the veracity of the vision.
The second benefit of having subgoals is psychological.
Psychologists and goal-setting experts Gary Latham and Edwin Locke have found across dozens of studies that big goals help focus our attention and make us more persistent.
Big goals have hidden leverage.
But this is true only when certain “if-then” conditions are satisfied. One of the most important of these is commitment: alignment of values and goals and a belief in what you’re doing.
An equally important condition is confidence.
As Latham explains, “Big goals only increase motivation when the person setting those goals is confident in their ability to achieve them.”
This means breaking your big goals apart into achievable subgoals.
The ratio of something to nothing is infinite.
The best predictor of future success is past action. It doesn’t matter how small those actions are. Doing something—doing anything—is always so much more important than just talking about doing it.
So, as you’re pursuing your Moonshots, make a plan. Set subgoals. And get busy.
Even if the path is unclear, you’ll use what you’ve learned taking that first step to build toward the next, and the next after that.
Results always follow.
After all, Charles Lindbergh was right: “The important thing is to start; to lay a plan, and then follow it step by step no matter how small or large one by itself may seem.”
Let’s work together and help you move towards your vision of success faster; schedule a call: www.calendly.com/clifflocks
Contributor: Peter Diamandis, Founder, X Prize Foundation and Chairman of Singularity University and edited by Cliff Locks, Investment Capital Growth, Managing Director and Executive Coach
Cliff Locks is a trusted mentor, confidant, and advisor to CEOs, C-Level Exec, and high-potential employees to help them clarify goals, unlock their potential, and create actionable strategic plans.
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I am a trusted mentor, confidant, and advisor available by Zoom and by phone to be your right-hand man, who will make a significant contribution and impact on your way to success.
As a Trusted Mentor, Confidant, and Advisor, I support you, along with your company’s strategic and annual operating plan. This plan may include marketing, sales, product development, supply chain, hiring policies, compensation, benefits, performance management, and succession planning.
Most successful leaders enjoy talking to someone about their experiences, which is why most develop a close relationship with a Trusted Confidant—a person with whom they feel free to share their thoughts, concerns, and ideas without fear of sharing too much or being judged by the people they lead, or their colleagues and superiors. I am a sounding board who will help you to better develop and see your ideas through to fruition.
The most effective Executive find confidants who complement their strengths and sharpen their effectiveness. Bill Gates uses Steve Ballmer in this way; Warren Buffett turns to vice chairman Charlie Munger. In the end, both the Executive and their organizations benefit from these relationships.
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The job of an Executive can be lonely. For various reasons, confiding in colleagues, company associates, family members, or friends presents complications. Powerful, successful, and wealthy individuals often isolate themselves as a protective reaction because of their inability to find people they can trust and confide in.
Successful people are often surrounded by many people, yet they insulate and isolate themselves to varying levels of degree. This isolation factor is not often discussed in the same context because the assumption is that success and wealth only solve problems. The false belief is that it does not create more problems, when, in fact, sometimes it creates a unique set of new challenges. Success and wealth do not insulate you from the same pitfalls that the everyday person faces. It may give you access to better solutions perhaps, and that is what I can help you achieve. Financial business success can create unique vulnerabilities, often overlooked as most people feel that the “problems” of the wealthy are not real-life problems.
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Who can you turn to when you need to find clarity? Who is your “Executive Confidant”?
Referrals to team members or family members are always welcome.
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