Goal setting is simply identifying a desired outcome. Setting a goal has no power to achieve or exceed a goal. A goal is inherently set too high or too low.
Growth, Goals & Gains
Growth = The maturing of character. The discipline and determination of dedication to growth.
Goals = The tangible, qualitative and quantitative measurements of growth and gains.
Gains = The resources accumulated as an outcome of growth and meeting and, or exceeding goals.
Setting a goal does nothing to achieve a goal. And, goal setting falls short of unlocking full potential. A better measurement is commitment to continuous growth. Goals are always set too low or too high. This is because of the limitations of heuristics. That is, the limitations of past performance. Past performance is not a prediction of potential. Additionally, knowledge and the ability to measure the performer’s past experiences is severely limited. This is true even to the performer. We do not really know what we are capable of until we try and measure in retrospect. While this baseline is a measurement, it is also not an accurate predictor of potential.
Baseline = An initial assessment of performance.
Benchmarks = Regular, routine intervals to reestablish baselines.
A baseline is an attainable, stable, sustainable and consistent measure of performance.
The true measurement of potential is the observation of a performer who exemplifies dedication, determination and discipline. This is a phenomena of observation, not one where all inputs equal predictable outcomes.
What I mean by this is that a performers past experiences influence their present performance. These are both negative and positive. So, then, potential is a matter of unlocking and unleashing power that is or has been trapped and untapped by negative beliefs and behaviors. These negative beliefs and behaviors are both within the performer and the organizational culture and sociopolitical systems and structures in which the performer resides.
Too often blame is assigned to the individual or the sociopolitical structures of organization, institution and locality, when it is actually a combination of both. That is both are flawed. Both can continuously improve.
Internal, individual and external organizational, institutional, structural and social flaws possess both negative and positive beliefs and behaviors. When these negative and positive beliefs and behaviors are exasperated, they together produce either the worst outcomes or the best.
When a performer excels in spite of the negative beliefs and behaviors acted against and upon the performer, it is only because of a counter belief rooted deep within a resilient performer.
In my next post I explore the phenomena of potential. Potential unlocked is the result of power and resources entrusted and acquired.