From Small Wins to GROW- or how to set goals

Failure is inevitable, and what matters is how you handle it, not how you avoid it.
David Bradford

Stress can motivate us, sharpen our senses and improve our preparations – or paralyze us.
The theory of goal setting established by Edwin Locke has confirmed in studies that people who set specific goals-ones that are just not too easy-are able to improve their performance. Goals help us work better and longer and achieve things. But they can also be a hindrance. When the focus is on learning, performance goals can hinder effectiveness, just as goals that are set too high can create stress rather than challenge.
Goals should therefore be set “correctly”, i.e. in accordance with personal values (self-corcodance theory)-so that a regular visualization on the process-not the result-makes sense. One should want to pursue the goals and enjoy them, not have the view one must pursue them.

No matter what goal-setting strategy one may ultimately follow, one should be aware that the best goal setting is not yet equal to its achievement.
Goals are the beginning. Activities must follow.
Therefore, many people do not want to choose their goals small and change their lives fundamentally, so they set several lines at once. But if we want to change too much at once, failure is inevitable. Because if we are not as successful as planned with one goal, we often see ourselves as incapable of change and discipline. Our self-image is saddened.
Therefore, it can be helpful to set only a few or small goals. Our self-image is virtually boosted by this efficiency and achievement. In addition, this form of goal setting allows us to create adequate data sets so that we can draw better conclusions for further projects.

Small Wins Strategy of Goal Setting

In the course of the small wins strategy, for example, one therefore changes a behavior only in a small way, so that it is easy to make the change consistently. When this works, you change something else again or something more.

• Identify easily changeable behaviors that you can control.
• Change them in a way that leads to achieving the goal.
• Then change another behavior or continue the change (Tiny Habits).
• Conduct an audit of your progress.
  Maintain the changes.

Ultimately, the goal set should imply a behavior that is conducive to achieving the goal. In most cases, this behavioral change will have to result in the establishment of a habit so that the set goal can be achieved. Due to the way the brain works, it can be stated that change only lasts if we practice a behavior that we have already practiced before.

Critics of Goal Setting in General

However, recent research considers goal setting to be critical-so much so that self-proclaimed productivity experts in particular detest and talk down goals and goal setting.
But goals in themselves are not bad per se. Only the process of achieving goals can be problematic. Goals are no substitute for motivation. Some goals are even a hindrance. Therefore, goals should be set, pursued, and evaluated with objectivity and by no means with blind enthusiasm. In addition, too much focus on goal achievement can mean that we do not value the experience of the process of goal achievement enough (according to the motto: “Getting better does not mean having reached the goal yet”) and demotivated we even stop our projects earlier instead of pursuing the goal step by step and celebrating small improvements (keyword: growth mindset). It is therefore especially important to set goals in line with values and interests in order to emphasize an intrinsic focus.

Life Balance Scorecard

Even if one decides against the standard goal-setting strategies, it can be useful in the course of a productive successful life to get an overview of what needs to be achieved and what has already been achieved. Not quite as “small-step” as the strategies outlined above, therefore, is the establishment of a life balance scorecard.
For a great overview of this tool visit Christina Wallces article in Forbes.

Smart Goals and the GROW strategy of Goal Setting

However, should you prefar the goal setting as recommended here, it therefore helps to base the establishment on the following questions according to the SMART theory, GROW as well as Small Wins strategy.
According to the combination of these stratehies ask yourself the following questions:

• What positive outcome am I seeking? What do I want to achieve?
• Why is this goal important to me?
• Is the goal worthwile/ relevant in terms of overall goals/vision/ attention? Is this the right time?

To ensure that your goal is formulated in a psychologically meaningful way and to enable further planning, you should then ask yourself the following questions:

• Who is involved in this goal? Where do I need to achieve this goals? Which resources are involved? How will I know when it is accomplished? When is it accomplished?
• How can I accomplish this goal? And what do I need to start doing/ do more to get that ideal outcome (behavior)?
• When do I want to accomplish the goal?
• What is the current situation? Which obstacles are holding you back?
• Imagine you already reached your goal. How did you do it? What do you need to reach your goal? Where can you get it?
• How do you feel reaching your goal?
• How will you overcome your obstacles?

We can finish work that we know how to do and accomplish faster than work that we don’t know how to do. It can therefore help to divide large projects into smaller tasks and sub-areas.

• What exactly will you do to reach your goal and when? What steps do you need to make to reach your goal? (subgoals/small goals/tasks)

From your rough plan (e.g. month), derive smaller goals and tasks (e.g. weekly and daily goals as well as tasks).

Keep only the current planning period in mind during your work.
Make a list of all the things you want to accomplish in your planning period. Focus on the results rather than the activities using the above guidance.

No matter how carefully you plan your goals they will never be more than pipe dreams unless you pursue them with gusto.
W. Clement Stone