Workplace

As deer hunting season begins, people in my town are talking about the best tactics for "bagging the big one." Friendly arguments have begun regarding bullets versus bows and red flannel versus fluorescent orange clothing. A few topics net no argument, however. There is a desperate need to cull the herd. If you want to land a 10-pointer, you'll have to get an early start and be ready to change direction at any moment. And if you want to hit your target, you'd better aim high.

Hunters aim high to accommodate the drop of a bullet's arcing trajectory. In business, leaders aim high to anticipate possible costs and compromises inherent in achieving goals. They do a lot of planning and financial analysis, as well. They often hit their targets by aiming high in reasonably optimistic ways.

But leaders often are reluctant to overstate their goals. Fearful of appearing irrational at the outset and experiencing failure at the end, they set themselves up for the safety of gradual improvement, focusing not on what is possible but what is probable. The result is predic­table, not inspirational and incremental, not ambitious.

So, how can you aim high for goals—and attain them?

Hitting the target

To reach a high goal, it is important you visualize a vivid target—the more detail, the better. Negotiation theorists know bargainers who aim for ideal goals almost always get better results than those who aim merely for improving the status quo.

Detailed goals challenge the mind to find pathways to success. With a vivid goal in mind, the human brain operates—even outside of consciousness—to identify possible solutions to obstacles and methods for attaining the goal.

Some people create mental images of themselves already having achieved their goals. Others create "intention boards"—which provide visual representations and reminders of their goals in words and pictures—to hang in their homes and offices. Visualizing your goal is the first step toward attaining it. And if your goals are vivid and detailed, you'll be more likely to recognize them when you've reached them.

It also is important to tell others about your goals. This may seem risky to a leader who wants to maintain an untarnished veneer of success. But big goals require big actions, and sharing your goals with others can serve a number of purposes.

Telling others about your goals allows you to express the goals repeatedly and build their vividness. By speaking about your goals, you will enhance the processing of them in your mind. Telling others also can help you network for opportunities and ideas and generate motivation and buy-in from important constituents, whether they are customers or employees.

In addition, familiarity breeds acceptance. A new goal, with all the anxiety change can generate, becomes the current plan of action when everyone is in on it. And publicly announcing your goals can help motivate you to be consistent with your stated intentions. By telling others, you are putting yourself on notice.

Finally, attaining your goals requires action. At some point, you need to stop merely thinking about your goals and start making them happen. Break big projects into smaller parts. Take at least one action each day. And take time to look back and see how far you have come—the journey is part of the reward.

A personal approach

You should not discard the necessary analytical tools of business when setting goals. But your personal approach to goal setting can mean the difference between mediocre and stellar results.

In leadership, as in hunting, there are many ways to reach a goal, and each individual must find his or her ideal path. But regardless of the path you choose, hitting your target requires establishing a clear picture of what you seek, personal commitment to others, willingness to take action and reasonably optimistic outlook. Aim high, and happy hunting!

Karen L. Cates, Ph.D., is a professor of management at Monmouth College, Monmouth, Ill., and an adjunct faculty member at Evanston, Ill.-based Northwestern University's Kellogg School of Management.