Becoming a Goal Digger: Unearthing the Power of Goal Setting

Milestone, checkpoint, target, objective, intention, result, momentous occasion… While the goal of this purposeful listing wasn’t to bamboozle you, it was to get you thinking about the thematic thread that strings together these synonyms. The thread being goal setting. Commonly, this can be a topic that automatically switches people off. For some bizarre reason, individuals can struggle with not only setting goals but understanding the power behind goal setting.

A few decades ago, Dr. Edwin A Locke started unravelling the goal-setting theory and importance of motivation. Sure, society and, to an extent, management understood that it was ‘good’ to have goals but there wasn’t a solid foundation to understand why this was. Locke’s 1968 article ‘Towards a Theory of Task Motivations and Incentives’ highlighted that employees were, indeed, motivated by goals and feedback. He later refined his theory, vocalising that the difficulty and specificity of the task was crucial towards achievement and consequent performance. It would be ignorant not to connect the dots here with what we now refer to as SMART goals, a common goal setting acronym used internationally across a variety of contexts. The culmination of Locke and colleagues, Dr. Gary Latham, research and ponderings around goals was showcased in the 1990 publication  ‘A Theory of Goal Setting and Task Performance’ - a text which, to this day, is still discussed globally and held in high regard.

So while the goal within the above paragraph was to establish some context on the background of goal setting, the overall goal (we might argue) is to convey the significance of having goals- in both personal and professional realms. Depending on the workplace or employment situation you may currently find yourself in, you may find that setting goals is actually an element that fits into your annual appraisal. However, how well you are held accountable to meeting this goal is a whole new playing field. This is where strong management and mentoring systems act as magnetic attributes in successful workplace environments. Adaptable, innovative, and driven employees are led by those that inspire them and make time to provide meaningful feedback. This feedback holds greater value when it directly relates towards said employee's attainment of their current goal. Now here comes the complex and debatable view on goals… The key benefit of goal setting isn’t actually the attainment of your goal; it’s what you’re exposed to, the experiences you gain, the actions you make, your ability to reflect, and consequent adaptability that is the real benefit.

Not all goals are created equal. We need to be driven by our goals, yet we also need to buy into the concept that goals are diverse and context dependent. As we merge into our first winter month here in New Zealand, you’re bound to see colleagues or friends partaking in ‘Junk Free June’- a novel concept where one gives up the comfort of perceived junk food for the entirety of the month. Yes, a slightly barbaric way to ease into winter but challenging nonetheless. For some, this would be a monumental goal to set for themselves; those individuals that store a snickers in their top drawer, never say no to a side of fries, and consume more fizzy than they do H2O. On the contrary, for others, this may almost be considered a nonchalant goal as they barely indulge in junk food outside of: the quintessential Christmas pavlova, horrific break ups, or stevia overloads in their long blacks. Within the provided example, the goal is felt differently based on the backgrounds and experiences of the ‘goal-setter’. Therefore, it’s important that we don’t take onboard other individuals goals as our own. Goals must be adapted and personalised if they are to result in any true measure of success. Better yet, a goal that is born from its own unique soil, and watered with the ‘goal-setter’s’ motivation and enthusiasm, is far more likely to equate to significant personal growth.

James Collins and Jerry Porras’ 1994 book entitled ‘Built to Last: Successful Habits of Visionary Companies’ brought to light the Big Hairy Audacious Goal (BHAG). This goal was deemed the mother of all goals and, generally, was worked towards over a 10-to-30 year time span. These are the humongous, long-term goals, that are a concoction of individual motivation, mentoring and support, short-term goals and personal growth. Upon dreaming, these BHAG would initially appear impossible; however, as Nelson Mandela has said “it always seems impossible until it’s done”. Shows, such as ‘The Biggest Loser’, often attract a large following as there is something inspiring and heartwarming about seeing individuals meet their goals. A goal that involves a physical transformation is, in theory, easier to follow as there is a visual achievement. However, a goal that may focus on a personal attribute, such as growing my patience and biting my tongue, may be harder to work towards as the recognition of progress is not always there. It is internal. When someone is looking good, it’s simple to say “wow, you look great” which consequently continues to motivate the individual. It’s not so simple to say “my goodness, I notice you haven’t been so impatient and snappy lately. Go you!” If we want to receive praise or recognition for how well we are going at working towards our goals, then they need to be shared and reviewed.

Goal setting in today’s world can be hard, given we live in a climate where we desire instant reward and gratification. Yet, research shows that the rewarding goals aren’t those that equate to instant success, or those that seem to naturally happen over night. The goals that challenge us, change us, drive us, and ultimately empower us, are the ones that we must work diligently in setting and attaining. After all, the harder you work for something, the greater you’ll feel when you achieve it.