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For you to get where you want to go, there are four key steps for you to take. They are not difficult, but they are vital. Commonly known as the GROW model, the four stages are as follows:- G stands for Goals Being clear about where you want to get to is absolutely critical. You MUST know where you are intending to get to, by identifying your goals and being very precise about them. Use SMART goals - this is a useful description which is great to remember. S - is for Specific Be really clear about what it is you want M - is for Measurable There must be some sort of number of other measurable description of your goal A – is for Actionable You have to have some verb in the goal – you have to DO something! R – is for Realistic Make your goal achievable, but don’t be frightened to make it BIG!! T – is for Timebound All of your great goals will fall by the wayside if you have no when about them – the ‘maybe I’ll start next week method’. Poor Goal examples:- To grow business revenue To have happy employees Great Goal examples To build bottom line profit by 20% every year for the next three years To have a 33% split between all revenue streams within 2 years You might also want to consider what ‘Purpose’ in your life there is for this goal, the more it fits what you truly want out of life, the more motivated you will be. Thus SMART(P) R stands for Reality Be brutally honest about where you are starting from and what has held you back in the past. Take a half hour to understand the assets and skills you bring to the business. Get really clear on your qualities - and shortfalls! Be realistic and honest – a good way is to just list all the positive attributes you have, such as patience, perseverance and focus. Dispel any ‘I can’ts’ right now. You can and will. Reality means just that and no untrue negative beliefs you hold about yourself. O stands for Options Here is where the fun starts, if you let it. Really let your imagination go – blank sheet of paper and 10 minutes of uninterrupted time. For organisations, this may take longer – it may involve as many of your people as possible – that’s OK! You write until you can’t think of any more ideas about how to make your goal come true. After 10 minutes, or when you dry up – take a 10 minute break – and then think of ten more – you can do it!! In this phase, you are not judging, it is very important that you don’t think of any ‘can’ts’ or even thinking of any ‘how’s’ just let the ideas flow. There are loads more idea creating things you can choose. W stands for ‘What’ and ‘When’ Check out the ideas from above and choose five ‘quick wins’ and five longer term projects. Make a decision to do the five quick wins within one week, starting today (you might be surprised to find you do them all today!). Then when finished do five more till all are completed (mind you, once you get into the swing of it, you’ll start uncovering a lot more!). For the longer term ideas to achieve your goals, a sense check is important first. Will action (remember the ‘A’ in SMART) on this idea, deliver the outcome you really want towards your goal – or is it a nice to do, or even off track. For either of these be ruthless and ditch the ones that are off track. Get five focused ideas in place ready for Action. Create a timeline from your goal and working back from there, decided milestones on each of your five key ideas. Use say quarterly, monthly, or weekly reviews. Be decisive and flexible as the actions will go at different speeds. In some sort of visual planner, record where you will be with each one of your actions towards your goal at the regular reviews you have. Some people prefer to have weekly ‘action steps’ in each project – even daily. The key is to be able to say., ‘This week (Tuesday is my best day), I will visit three new potential customers, as a step towards visiting 50 this year’. Put it in your diary, Outlook or whatever as if it is an appointment with yourself. Ring-fence that time as the most important thing you are going to do and it cannot be shifted. You will need to be disciplined – if you are, it will work. The key here is to create actionable steps in bite-sized chunks which you believe you can do. As someone once said (with apologies to elephant lovers), ‘You can only eat an elephant one bite at a time!’ …and finally Remember that in life and business, you personally have the choices to make. No-one else. It is your responsibility how you act and challenge yourself. Take the responsibility and give it a go. Life is not a dress rehearsal – Grasp the opportunities you have today and every day. Further reading on the GROW model (should be available from libraries)"Coaching for Performance: Growing People, Performance and Purpose", Sir John Witmore. Starting A Child Daycare. - Complete business package to help you easily and quickly start your own profitable home-based day care business! Federal Grants! - Free Government Money! - FederalGrantSource.com free government money, business grants and cash grants directory. We guarantee results! This is the next blog in the continuing series of interviews with top-echelon and renowned professionals. In this blog, I interview Dr. William Miller, Advisor to US Presidents and global leaders; Chairman and Founder of multiple organizations; World Premier Authority on Management Strategy, Innovation, Industry Development, Entrepreneurship. Amongst a lifetime of firsts, Dr. Miller named the discipline, Management of Technology, and his work was a catalyst for the success of Silicon Valley. Dr. Miller is amongst the world’s most awarded pioneers:
Enjoy! Dr. William F. Miller:
Dr. Miller was the last faculty member recruited to Stanford University by the legendary Frederick Terman who was then Vice President and Provost of Stanford. He was recruited to help form the Computer Science Department at Stanford and to direct the Computation Group at the Stanford Linear Accelerator Center (SLAC). He led the computerization of SLAC, and later as Associate Provost for Computing he led the computerization of the Stanford Campus. He carried out research in computer science and computer systems and directed the research of many graduate students. As Vice President for Research and later as Vice President and Provost, Miller championed the establishment of the Office of Technology Licensing which has become the model for such activities at other universities here and abroad. He actively facilitated the establishment of a number of interdisciplinary programs such as the Human Biology Program, the International Security and Arms Control Program, and the Values Technology and Society Program. In 1978 he negotiated and brought to Stanford the first students from the Peoples Republic of China. In 1979 he was named the Herbert Hoover Professor of Public and Private Management. In 1968 Dr. Miller also played a role in the founding of the first Mayfield Fund (venture capital) as a special limited partner and advisor to the general partners. As President and CEO of SRI International, Miller opened SRI to the Pacific Region, he established the spin-out and commercialization program at SRI, and established the David Sarnoff Research Center (now the Sarnoff Corporation) as a for-profit subsidiary of SRI. He became the Chairman and CEO of the David Sarnoff Research Center. In 1997 at the 10th anniversary of the founding of the David Sarnoff Research Center, Dr. Miller along with Jack Welsh, Myron DuBain, and James Tietjen received the Sarnoff Founders Medal. In 1982 Miller was appointed to the National Science Board; additionally, he served on the Computer Science and Telecommunications Board of the National Research Council. He has served on the board of directors of several major companies such as Signetics, Fireman's Fund America, Wells Fargo Bank, Pacific Gas and Electric Company, Varian Associates, and Borland Software, Corp. In 1990 Dr. Miller retired from SRI International and returned to Stanford half time where he taught technology related courses and carried out research on the IT industry and on the characteristics of entrepreneurial regions. He also spent about half of his time working with start-ups and non-profits in Silicon Valley. He helped organize Joint Venture Silicon Valley Network and served on the board of directors for three years. He co-founded and served as Vice Chairman of SmartValley, Inc. Additionally, he aided the formation of CommerceNet and served on the board of directors. Dr. Miller was a founding director and served as Vice Chairman of the Center for Excellence in Non-profits, and was a Founding Member and Chair of the Campaign Cabinet (1992-1994) of the Alexis de Tocqueville Society of Santa Clara. He currently serves as Chairman of the Board of Sentius Corp, Nanostellar, Inc., and Lumiette, Inc. and is a Partner in Actium Ventures(Venture Capital). Dr. Miller co-directs an international research project called the Stanford Program on Regions on Innovation and Entrepreneurship, and he co-directs an Executive Education program on Strategic Uses of Information Technology. Additionally, Dr. Miller worked with foreign countries helping them establish their technology policies and practices, notably Singapore, Malaysia, Japan, and Korea. He served on the International Panel of the Singapore Science and Technology Board, and currently serves on the International Advisory Panel for the Multimedia Super Corridor in Malaysia. Dr. Miller received the BS (1949), MS (1951), PhD (1956) and Honorary DSC (1972) from Purdue University. Dr. Miller works with the Cheetah Conservation Fund Namibia which is dedicated to preserving cheetahs in the wild in Namibia. He is a member of the Advisory Board of the Wildlife Conservation Network. To listen to the interview, click on this MP3 file link DISCUSSION: Interview Time Index (MM:SS) and Topic:01:08: :02:47: :06:34: :10:24: :11:56: :16:06: :17:24: :18:42: :22:05: :22:32: :25:35: :28:04: :31:57: :35:27: :37:37: :41:35: :42:25: :44:50: :47:34: :51:05: :55:10: :56:23: :59:28: :01:00:43: :01:05:00: :01:06:29: :01:09:02: :01:10:24: :01:11:16: :01:14:23: Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. How to Win Big Improvements And Larger Market Share A Little At A Time Despite the great changes we have seen in markets all over the world, ushered in by the information age and other factors, company executives are still demanding big improvements and ever-larger market share for their products and services without first appreciating how this happens in the real world today. The truth of the matter is that the World Wide Web has shrunk the world marketplace into one little tiny flea market in the village corner. Competition is fiercely keen and market domination … 2. Getting Your Employees' Attention Back to Work By Michael Christian It is 9:00 am on a Monday morning. Do you know where your employees’ attention is? Is it on work?Picture this. You are at work. The phone rings. It is your aging father’s neighbor calling to say that Dad is walking around outside in his pajamas and seems confused. You have a full day of meetings and deadlines. Your heart sinks as you try to figure out how to care for your dad and keep your job.The phone rings again. This time it is the school nurse saying that your asthmatic child is having tr… 3. Six Tips for Confronting Negative Behaviors By Guy Harris It is a fact of organizational life – negative, unacceptable behaviors will happen. When they do, the leader must address them.I normally emphasize the benefits of encouraging positive, productive behaviors over punishing negative ones. However, my clients and seminar participants often ask questions like:- “What about team members who don’t want to play nice?” or- “What if I can’t find anything positive to reinforce?”The short answer is this: “Confront negative behaviors early and decisive… 4. Try It Out On Your Team First By Larry Galler Wow! You’re brilliant! You have a great idea. You’ve looked at it every possible way to find holes in your logic, fallacies in your assumptions. You know it will work and you can’t wait to turn your new brainstorm loose then reap the rewards of your genius. I know you’re excited but before you unleash your great idea, first try it out on those around you for analysis, discussion, improvements, and (gasp!) criticism.The problem is that the creator of an idea rarely has the mental disciplin… |
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Dr. William F. Miller has spent about half of his professional life in business and about half in academia. Dr. Miller came to Silicon Valley from a position as Director of the Applied Mathematics Division at the Argonne National Laboratory where he worked after receiving his PhD in Physics from Purdue University in 1956. At the Argonne National Laboratory Dr. Miller conducted research in basic atomic physics and in computer science. He and his colleagues began early work in what is now called computational science.