You drop the ball. I know you do.
I do too.
Sometimes we simply don’t get everything done. Sometimes, we get lazy and slacken our efforts.
How do you plan for success? How do you set goals? What’s the difference between the two?
Today, I’d like to focus on the differences.
Understanding key differences between planning and goal setting can help you develop effective strategies and achieve your objectives.
Planning and goal setting are two, different, key processes in achieving desired outcomes in personal and professional contexts. While they may seem interchangeable, they differ in significant ways. So, let’s outline five, main differences between planning and goal setting.
Here are five:
Planning is the process of determining what actions need to be taken to achieve a desired outcome, and then developing a strategy to implement those actions. Goal setting, on the other hand, involves establishing specific, measurable objectives that an individual or organization aims to achieve.
A study conducted by Locke and Latham (2002), goal setting involves the identification of a specific performance target and the development of a plan of action to achieve it. Planning, involves the identification of necessary resources, tasks, and timelines required to achieve a particular goal.
Planning is concerned with the process of achieving the goal, while goal setting is focused on the outcome or result.
According to a study by Bandura and Schunk (1981), planning is an essential element of goal attainment as it helps individuals anticipate and overcome obstacles that may prevent them from reaching their goals. Goal setting, however, is focused on defining and clarifying what the desired outcome should be.
Planning is more flexible than goal setting as it allows for adjustments and modifications to the strategy in response to changing circumstances. Goal setting is typically more rigid, with specific targets set that are not easily changed.
According to a study by Swann and Pratt (2002), planning allows individuals to adapt their approach to achieve a desired outcome, whereas goal setting can lead to a focus on achieving a specific target at all costs, even if circumstances change.
4- TIME FRAMES
With time frames, planning is typically shorter-term and may focus on the immediate future, while goal setting involves longer-term objectives.
As noted by Covey (1994), planning is more focused on the immediate tasks and actions required to achieve a particular goal. Goal setting is more focused on the long-term vision and direction an individual or organization wishes to pursue.
5- LEVEL OF DETAIL
Planning involves more specific and detailed steps, while goal setting is more high-level and conceptual.
A study by Klein and Lim in 2008 reported that planning is concerned with developing specific steps that can be taken to achieve a desired outcome. Goal setting differs in that it involves defining broad objectives and outcomes without necessarily specifying how they will be achieved.
"While goal setting provides the destination, planning provides the road map to get there." - Covey
Planning and goal setting are distinct processes that differ in definition, focus, flexibility, time frame, and level of detail. By understanding these differences, individuals and organizations can better develop effective strategies to achieve their desired outcomes.
Are you ready to start planning? Let’s do it. Let’s hit your goals!
Sign up for a FREE 15 minute video chat consultation with me to start the process.
Also, visit sheimdal.com for books, journals, articles and more - all focused on putting YOU in a Position of Power - to plan and reach your goals.
Enjoy your weekend and keep moving forward - one, small step at a time!
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Bandura, A., & Schunk, D. H. (1981). Cultivating competence, self-efficacy, and intrinsic interest through proximal self-motivation. Journal of Personality and Social Psychology, 41(3), 586-598.
Covey, S. R. (1994). First things first. Simon and Schuster.
Klein, H. J., & Lim, B. C. (2008). Understanding career success: A comprehensive framework. The Journal of Applied Psychology, 93(2), 276-286.
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
Swann Jr, W. B., & Pratt, M. G. (2002). Desired futures: The impact
Everyone gets the blues. Maybe it’s writer’s block, maybe you’re bored. Just to make clear, I’m not talking about depression. If you’ve been in a dark place or disinterested in life for more than a week or so, then activate #9 below.
Here are some ways to get back to productivity. They can get you over the hump and back on track when you’re feeling a little down.
My top 10 ways to get over the blues and get out of a funk:
Hang in there. Don’t overthink things or create a circular anxiety loop. Take a step back and evaluate your situation from an outside perspective. Cut yourself some slack, but own up to your mistakes.
Sign up for a free 15 minute consultation and let’s talk about getting you on-track.
One thing I preach over and over is the need for continuous improvement. Small steps that lead to the objective and fulfill us profoundly along the journey.
In today's fast-paced world, it is more important than ever to have a system in place for continuous improvement. Kaizen is a philosophy that can help us all achieve just that. So, let’s explore what Kaizen is, how it can help us plan and set focused goals, and three, simple steps that we can take to get started along the journey.
What is Kaizen?
Kaizen is a Japanese word that means "continuous improvement." It is a philosophy that was developed in Japan after World War II, as part of the country's efforts to rebuild its economy. The basic idea behind Kaizen is that small, incremental changes can lead to significant improvements over time.
According to Masaaki Imai, author of the book, "Kaizen: The Key to Japan's Competitive Success," Kaizen is "a way of life, a way of thinking, and a way of doing business." It is not a one-time event or a quick fix; rather, it is a long-term approach to improvement that requires commitment and discipline.
How Kaizen Helps Us Plan and Set Goals
Kaizen can be a powerful tool for planning and setting goals. Here are three ways that Kaizen can help:
1 - Focus on Continuous Improvement
Kaizen encourages us to focus on continuous improvement, rather than just achieving short-term goals. By setting our sites on constant improvement, we begin to make small, incremental changes that add up over time and lead to significant improvements in productivity, quality, and deep satisfaction.
According to Tom Peters, the author of "The Circle of Innovation," Kaizen is a "…way to focus on improving processes and practices, rather than just achieving specific outcomes. By focusing on continuous improvement, organizations can stay ahead of the competition and deliver better value to their customers."
2 - Empower Employees
Kaizen also empowers employees to take ownership of the improvement process. By involving employees in the planning and implementation of Kaizen initiatives, organizations can tap into the creativity and expertise of their workforce.
According to Norman Bodek, author of "Kaikaku: The Power and Magic of Lean," "Kaizen empowers employees by giving them a voice in the improvement process. When employees feel that their ideas are valued and that they have a stake in the success of the organization, they are more motivated and engaged."
Toyota is a company that is often cited as a prime example of how Kaizen can be applied to business operations. The company's "lean manufacturing" approach is based on the idea of continuous improvement, with a focus on eliminating waste and improving efficiency in every aspect of the production process.
One of the key principles of lean manufacturing is "jidoka," which means "automation with a human touch." This principle is all about empowering employees to take ownership of the production process and make small, incremental improvements in order to eliminate waste and improve quality.
By implementing Kaizen principles like jidoka, Toyota has been able to achieve significant improvements in efficiency and quality, while also fostering a culture of continuous improvement among its employees. This approach has helped Toyota maintain its position as one of the world's leading automakers, even in the face of fierce competition from other companies.
3 - Create a Culture of Continuous Improvement
Finally, Kaizen can help individuals and organizations create a culture of continuous improvement. By making Kaizen a part of the organizational culture, organizations can ensure that continuous improvement is a priority at all levels of the organization.
According to James Womack, the author of "Lean Thinking," "Kaizen is about creating a culture of continuous improvement, where everyone is committed to making small, incremental changes that lead to big improvements. When Kaizen is part of the organizational culture, it becomes ingrained in the way people work and think."
Three Steps to Get Started with Kaizen
Here are three steps to get started with Kaizen:
1 - Define the Problem
The first step in implementing Kaizen is to define the problem that needs to be solved. This could be a process that is inefficient, a product that is not meeting customer needs, or a customer complaint that needs to be addressed.
According to Masaaki Imai, "The first step in Kaizen is to identify the problem. Without a problem, there can be no improvement." Once the problem has been defined, the organization can begin to gather data and analyze the process to identify the root cause of the problem2
2 - Involve Employees
The second step in implementing Kaizen is to involve employees in the improvement process. This could be through brainstorming sessions, suggestion boxes, or Kaizen events.
According to Norman Bodek, "Kaizen empowers employees by giving them a voice in the improvement process. When employees feel that their ideas are valued and that they have a stake in the success of the organization, they are more motivated and engaged."
By involving employees, the organization can tap into the creativity and expertise of its workforce and ensure that the improvements are sustainable.
3 - Implement Small, Incremental Changes
The third step in implementing Kaizen is to implement small, incremental changes. These changes should be focused on addressing the root cause of the problem and should be implemented quickly and with minimal disruption to the process.
According to James Womack, "Kaizen is about making small, incremental changes that add up over time. These changes should be focused on improving the process and eliminating waste." By implementing small, incremental changes, the organization can avoid the risks associated with large-scale changes and ensure that the improvements are sustainable over the long term.
James Clear is a writer and speaker who is known for his book "Atomic Habits," which is all about the power of small, incremental changes in building better habits. In the book, Clear talks about the idea of "habit stacking," which involves adding a small, new habit onto an existing one in order to build momentum and make progress over time.
Habit stacking is a great example of how Kaizen can be applied to personal goal-setting. Rather than trying to make a big change all at once, start with a small, manageable change and build on it over time. By focusing on the process of building better habits, rather than just achieving a specific outcome, we can develop a mindset of continuous improvement that is at the core of Kaizen.
Kaizen is a powerful philosophy that can help organizations achieve continuous improvement. By focusing on small, incremental changes and involving employees in the improvement process, organizations can create a culture of continuous improvement that leads to significant improvements in productivity, quality, and customer satisfaction. By following the three steps outlined in this newsletter, organizations can get started with Kaizen and begin reaping the benefits of this powerful philosophy.
In my Positions of Power: 30-60-90 video course, we go into great detail about the effectiveness of the Kaizen approach to goal setting and focused intention. Start small, and keep chipping away.
Live life to the fullest, my friends!
Positions of Power: 30-60-90
Writer of screenplays, fiction novels, inspirational stories, and short stories.