In general, to be effective goals need to satisfy three criteria:  Goals need to be specific, measurable and realistic. The three categories of goals are Performance Goals (which measure outcome), Behavior Goals (which measure activity) and Conversion Goals (which measure efficiency).  Which of the three do you think is most critical?  People differ on their opinion.

Behavior Goals measure “what am I doing?”

Conversion Goals measure “how well am I doing it?”

Performance Goals measure “is what I’m doing producing results?”

Once long term (Performance) goals have been set , what’s next?

As a human being I find contentment in setting and achieving Behavioral Goals every day.   I find that when I write down what I need to do, it helps.  I really need to hold myself accountable.  Currently I use a whiteboard in my office so that my daily “to do” list is really in my face.  On the occasional day where I slip and don’t write things down, I notice a distinct drop in my productivity.

However, as a business owner, I know that Behavior Goals mean nothing to my banker.  Business is all about outcome.  But Behavior Goals are more controllable, whereas outcomes are not.

I think the crucial component around goal setting is accountability.  Putting something in writing is a contract with yourself.  Besides it’s fun to check things off a daily list!

Next week:  Secret Number Four.

Mary Ellen’s “Top 10 Secrets to Success”; Number Two

What a privilege it’s been interviewing thousands of top sales performers over the last two decades.  Plus dozens of sales training professionals have conveyed their intelligence to us as well.

In the spirit of sharing some of this wisdom, weekly I will post 10 Secrets I’ve learned.

Secret Number Two:  Make Your Word Concrete.  Simply put, do what you say you’re going to do!

Do you ever say stuff and not follow through?  Even if it’s well intended behavior, this is not good for you OR the person you are addressing.  You feel remorse (or at least you should) when you give your word and then drop the ball.  The person you’re speaking to chalks it up at “he’s full of it”.  And categorizes you as someone who can’t be counted on.  Nobody wins. 

One of the five essential elements of building trust relates to “Dependability”.  Actually, it’s not easy to be dependable.  Because it takes EFFORT to complete a promise.  But if you value your reputation as being a person who keeps their word, then it’s well worth the effort.  I’ve been cultivating this trait for about a decade and it’s now become a stress reducer.  I don’t overpromise or overcommit.  If I’m not sure that something is going to happen, I’ll set it up as “we plan to have this to you by the end of the week, I’ll keep you posted”.  Even socially.  “Are you coming to this event?”  I might say “It’s on my calendar as something fun to do, so we’ll see.”

The effort required centers on the concept of thought followed by more careful word selection.  And becoming comfortable with not pleasing people all the time.

People who can be relied on are rare.  Do you want to join this club?  If so, practice making your word concrete.  Meaning solid!

Next week:  Secret Number Three.

As I’ve previously stated, we’ve developed insights about what it takes to be successful after
interviewing thousands of top sales performers over the last two decades. Plus the dozens of sales
training professionals we’ve worked with have conveyed their intelligence to us as well.

In the spirit of sharing some of this wisdom, over the next ten weeks I will post 10 Secrets I’ve learned.

Secret Number One: Develop a “Can Do” attitude. We hear of the importance of having a positive
attitude, right? Well, positive + competence = “Can Do”.

We are often presented by new challenges or new ideas. The two extreme reactions range from
overblown enthusiasm to extreme crankiness. Think before you respond. First words should
be “interesting idea” or something along those lines. Automatic gushing is not required or appreciated.
And neither is cranky contrarian behavior. Many times in an average day you may find yourself starting
a sentence, after hearing a new idea, with the phrase “The problem is…”. WRONG. Stop this bad habit.

So, when you are asked to take on an assignment, it makes a much stronger impression to ask clarifying
questions right on the spot. Great questions showcase your intelligence. Get the expectations clear
right upfront. Clarify scope of work, quality standards, timelines, etc. If your experience tells you that a
task takes a week to complete properly and your boss asks you for something in 36 hours, you’ve got to
raise issues constructively on the front end so you’re not getting caught on the back end with a shoddy
outcome.

Remember: If you reek of competence, along with being chipper, people will dig your scent!

Next week: Secret Number Two.

Introducing “Plus one”:

We are consistently under the gun to produce more.  And often with no additional resources added to the mix.  Consider the “plus one” concept.

On any given workday, let’s assume we’re disciplined and we complete our daily “to do” list.  Leaving us tired but satisfied.  Time to call it a day, right?  Wrong.  Do ONE more meaningful task.  Draft an important memo, stop at one more account, leave a voice message for a business colleague that you’ve fallen out of touch with.  This adds up to way over 200 additional pieces of activity annually.  The equivalent of adding multiple work weeks to your year.

Try “plus one” and see if it works for you!