Franklin always started with the basics. His basic daily schedule within which he ordered all his activities contains important reminders for all of us. It’s a sort of “master plan” which includes necessities for health — meals and sleep — yet within which certain specifics were always changing allowing a “structured flexibility” — a key concept for anyone involved with a Phi Theta Kappa chapter and with multiple priorities.   The following is Franklin’s “scheme of employment for the twenty-four hours of a natural day.”

The Morning
Question. What good shall I do this day?
5 – 8 Rise, wash . . .Contrive day’s business, and take the resolution of the day; prosecute the present study, and breakfast.

8 -12 Work
________________________________
Noon
12 – 2 Read, or overlook my accounts, and dine.

2 – 6 Work
________________________________
Evening
Question. What good have I done to-day?
6 – 10 Put things in their places. Supper. Music or diversion, or conversation. Examination of the day.
________________________________
Night
10 – 5 Sleep.

A calendar or a journal is a great place to plan “what good shall be done” and “what good has been done.”  Of course there are many other things that could be recorded, but what a positive example for others if leaders articulate the good they intend and achieve, and when necessary, explain what’s good about it. 

[Monika Byrd, March 2008]

Questions or Comments about Phi Theta Kappa Leading Leaders articles may be directed to Monika Byrd, Director of Leadership Development Programs.

Successful leaders have learned the important skill of setting goals for their organizations. People thrive when they set goals that are challenging, but not impossible, because goals motivate you to reach new levels. Yogi Berra, in his unique way, stated the simplest reason for setting goals, “If you don’t know where you are going, you might wind up someplace else.”

Goals don’t just “happen.” You as an individual and/or the members of your family, organization, or team must sit down and set the goals you want to achieve.

There are several steps to plotting where you want to go:

1. Discover where you or your organization currently stands
2. Decide where you want to be
3. Determine how you prefer to get there
4. Decide when you would like to arrive
5. Map out the obstacles and conditions you must deal with on each phase of the journey.

An organization that has well-defined goals is more likely to achieve success. A group that shares a vision will go much farther than one that is going in all different directions. Allowing team members to participate in goal setting is important. Members of an organization are more likely to be supportive of goals they actually helped set. Participation creates a sense of ownership and a feeling of common destiny among those who help set the goals. Also group wisdom can help eliminate impractical ideas.

Whether setting goals on an individual level or as a team, you must produce goals that are SMART (simple, measurable, accountable, realistic, and timely).

Simple: Complex goals are harder to communicate. Clear, simple, specific goals give people an unmistakable vision of what needs to be done.

Measurable: If a goal cannot be measured, it is often difficult to determine when it has been achieved. Establish how progress will be determined.

Accountable: Although team members must share accountability, the successful accomplishment of goals often depends on a specific individual being held accountable for each goal. Accountability adds a sense of urgency and purpose to the goal. Team members are more likely to do a good job if they know they will be held accountable for the results.

Realistic: Consider whether or not you have the resources to make each goal a reality. Goals need to be meaningful to your team members. Goals without meaning are often considered unrealistic.

Timely: Checkpoints and deadlines should be established for achieving goals. A timeline for completing tasks can help make the goal more action-oriented. Placing a specific completion time on a project and assigning individuals accountability may lead to a more proactive approach to achieving objectives.

Finally, the purpose of goal setting actually goes beyond identifying the goals you or your organization wishes to achieve. The process used to decide priorities and targets should leave the group enthused and committed. The involvement of others taps their ideas and creativity, which is more likely to spark the attainment of SMART objectives.

A goal is a dream with a deadline.

Source: Werther, William B. Jr. “Workshops Aid in Goal Setting.” Phi Theta Kappa Leadership Development Studies, Third Edition. Jackson, MS: Phi Theta Kappa, Inc., 2004. Pp. 112 – 115.

[Barb Murray, July 2005]
Questions or Comments about Phi Theta Kappa Leading Leaders articles may be directed to Monika Byrd, Director of Leadership Development Programs.

Effective leaders know that setting goals is a powerful tool that provides direction and balance in all areas of their lives.

Some of the benefits you will receive from setting personal goals are:

• Accomplish great projects.
• Peace of mind.
• Know, be, do, and achieve more.
• Increase your enthusiasm and motivation.
• Improve your self-confidence and self-esteem.
• Improve your time-management skills.
• Make better decisions.
• Reach your dreams! After all a goal is a dream with a deadline!

As you set your goals, remember to start with SMART Goals. SMART is an acronym for
Simple, easy to understand and clear to everyone
Measurable, quantitative measures work best
Accountable, someone must be responsible for achieving the goal
Realistic, both in terms of being meaningful and affordable
Timely, each element of action that must occur to achieve the goal should have a deadline established

First, you need to decide on your lifetime or long-term goals. What is it that you want to achieve in your lifetime?

A few questions to ask yourself while you are setting your lifetime goals are:

• Is this really my goal and not something that other people or current circumstances are influencing?
• Is this goal ethical and consistent with my values?
• Are these goals realistic and yet challenging?
• Can I commit the time and effort to focus on the steps needed to reach this goal?

In order to achieve balance in your life, write down everything you have ever dreamed of having, gaining, accomplishing, or being in the following areas of life.

• Social (time with people, doing for others, volunteering)
• Mental (intellectual stimulation, learning new things, reading, taking a class)
• Spiritual (time for prayer, study, meditation, journaling, reflection)
• Physical (healthy habits, walking, hiking, activities, nutrition, exercise)
• Family (time, activities, extended and nuclear family)
• Financial (material things, home, car, 401(k), salary)
• Professional (education, career, level reached)
• Cultural/Travel (learn about others, vacations, weekend)
• Leisure/Recreation (relaxing, outdoor pursuits, hobbies, activities)

Review the goals you have just developed. Go back and answer the questions above about each goal. If you answered “No” to any of the questions, revise the goal. Prioritize the goals, assigning each a score from 1 (very important) to 5 (not important). Revise if needed.

Develop forms, using the following areas, to formally write down each one of your goals.

Lifetime Goal:
Area of Life:
Motivator:
Value:
Reward for Achieving Goal:
People who will help me achieve my goal:
Steps I will take to achieve goal (Short-term goals)
Obstacles I will face in achieving goal:
My plan to overcome the obstacles:
My Goal written as a personal affirmation:
I will achieve my goal by the following date:

As you write your goals, be as specific as possible. If one of your goals is to have a new house — how big, what color, where is it located. Imagine, draw sketches, or cut out photos that show your new house. Below is an example for the goal of hiking the Appalachian Trail.

Lifetime Goal: Hike the Appalachian Trail (in sections)
Area of Life: Physical & Leisure
Motivator: Always wanted to do it. Prove I’m in shape.
Value: Health benefits. Self-Actualization.
Reward for Achieving Goal: Personal satisfaction. Map that is highlighted as each section is completed, watching that highlighted section get bigger. Day at a Spa or massage after each 200 miles.
People who will help me achieve my goal: Trainer, Hiking partners

Steps I will take to achieve goal (short-term goals):

1. develop training program including aerobic and strength goals
2. research equipment, food, trail conditions
3. be able to hike for 5-10 miles comfortably by (date)
4. purchase necessary equipment by (date)
5. develop plan for hiking sections (100-200 miles per year)
6. set goals for each section.

Obstacles I will face in achieving goal:

1. Getting in shape
2. Naysayers who are negative — many times these are family members or others who are close to you and should be your biggest supporters. They may be subtle (“I think you’re crazy to want to do something like that.”), with statements that can build doubt in you, so watch out for them.

My plan to overcome the obstacles:

1. Strict training regimen with a personal trainer
2. Plan and meet with hiking partners
3. Every time I hear negative comments, look at the map and repeat my goal.

My Goal written as a personal affirmation: I will hike the entire 2,200 miles of the Appalachian Trail.

I will achieve my goal by the following date: Dec. 31, 2020

The next step is to focus on your goals. Visualize yourself as you achieve your goal. What are you wearing, what will you be feeling? Some people suggest you review your goals daily or even twice a day. One person wrote his goals on a small piece of paper and carried it in his pocket, so every time he put his hand in his pocket, he would “feel” his goals. Each time you review your goals, bring the visualization of reaching your goal to mind. Keep any self-talk about your goals very positive.

Periodically re-evaluate your goals to make certain they still reflect your values and your circumstances at this time. Over time, priorities and situations change, you learn new information and you have new experiences. Don’t be afraid to add, modify or even eliminate some of your goals. You want your goals to reflect what’s important to you.

When you reach a goal — celebrate! If you failed to reach a goal — use it to learn and grow. What went wrong, what can be done to fix it, does the goal need to be adjusted?

Goal setting is an important method for you to decide what is important in your life, motivate yourself to achieve results, and build your self-confidence. After reaching some goals, many successful leaders have said “I now know that I can do anything that I set my mind on.” If you don’t have your personal goals written down, now is a great time to start!

[Barb Murray, July 2005]
Questions or Comments about Phi Theta Kappa Leading Leaders articles may be directed to Monika Byrd, Director of Leadership Development Programs.

Phi Theta Kappa has two major awards programs — the non-competitive Five Star Chapter Development Program and the competitive Hallmark Awards Program. So how does your chapter compete with more than 1,000 Society chapters to be in the Hallmark winners’ circle? The secret is what most effective leaders have known all along — that goal setting is the foundation of any successful endeavor.

For the chapter award categories of Scholarship, Leadership and Service, the chapter will be asked to describe the goals they set for that particular Hallmark. Therefore, goal setting is an essential component of a strong Hallmark Awards entry.

Be sure to set “SMART” goals for your Hallmark programs:

Simple, easy to understand and clear to everyone
Measurable, quantitative measures work best
Accountable, someone must be responsible for achieving the goal
Realistic, both in terms of being meaningful and affordable
Timely, each element of action that must occur to achieve the goal should have a deadline established

Also, consider the following when determining your chapter’s activities:

Comprehensive Programming: Make sure each of your Hallmark goals has activities that focus on individual members, chapter, college, community, region and international.

Double Dip: Plan activities that can address more than one Hallmark. Taking a leadership role for a Relay for Life event will fit into both the Leadership and Service Hallmarks. At a faculty recognition event for Phi Theta Kappa’s Founders Day (Scholarship), provide brochures and information on cancer prevention (Service).

Be Creative: Originality and creativity will make your program stand out which will produce more publicity. Put a new twist on an old project. For example, if your chapter has a Relay For Life Team — have a special theme or unique project that will make your Relay Team stand out from all the others.

Focus Activities on Society Programs: Your chapter doesn’t have to participate in all Society programs, but should have a strong component. For example, the Honors Study Topic should be implemented for the Scholarship Hallmark, and the International Service Program should be a major focus of the Service Hallmark.

Keep Detailed Records: Record quantifying numbers — how many people attended, how much money was raised, how many members took part, how many people were reached, how many hours volunteered. Also keep track of any anecdotal stories or quotes that people have said about the activities:

“Your bulletin board on skin cancer may have saved my husband’s life! I noticed the picture looked something like a mark on my husband’s shoulder. It led us to discover and get treatment for his cancer earlier.” ~ Nancy, college support staff

Also, record how your chapter or others grew as a result of activities. Solicit quotes from chapter members and participants after each event.

Setting goals for the Hallmarks and using those goals to direct your programming will strengthen your chapter and make you competitive in Phi Theta Kappa’s Hallmark Awards Program.

[Barb Murray -- August 2005]

Questions or Comments about Phi Theta Kappa Leading Leaders articles may be directed to Monika Byrd, Director of Leadership Development Programs.