I’d dare to make more mistakes next time.
I’d relax, I would limber up.
I would be sillier than I have been this trip.
I would take fewer things seriously.
I would take more chances.
I would climb more mountains and swim more rivers.
I would eat more ice cream and less beans.
I would perhaps have more actual troubles,
but I’d have fewer imaginary ones.
You see, I’m one of those people who live
sensibly and sanely hour after hour,
day after day.
Oh, I’ve had my moments,
And if I had it to do over again,
I’d have more of them.
In fact, I’d try to have nothing else.
Just moments, one after another,
instead of living so many years ahead of each day.
I’ve been one of those people who never goes anywhere
without a thermometer, a hot water bottle, a raincoat
and a parachute.
If I had to do it again, I would travel lighter than I have.
If I had my life to live over,
I would start barefoot earlier in the spring
and stay that way later in the fall.
I would go to more dances.
I would ride more merry-go-rounds.
I would pick more daisies.
Too often teams and organizations are unclear about what the goals or top priorities really are. Coaches and players simply not on the same page. What you get is everyone just kind of running around in all directions, instead of working together toward the same goal.
Inability to take high-level goals and the strategies of an organization and then to translate those into actions is a major problem in most organizations. It’s one thing to come up with great strategies and goals, but it’s quite another to actually get them done. This is what we can call, The Execution Gap. In a landmark study done by the Harris Poll group, we discovered some revealing statistics as to why execution breaks down and why goals aren’t translated into action on the front line.
First finding, only 15% of those surveyed can actually identify their organizations most important goals or top priorities. Either there are too many goals or they change too often or they simply don’t have any. And in most cases, they are vastly under communicated. Just because the leaders are clear on what they want to achieve, it doesn’t necessarily mean that the front line where the action really happens knows what the goals are. After all, in a very real sense, the front lines produces the bottom line.
Second, people may know what the goals are but too often they haven’t bought into them. Only 19% surveyed say that they feel passionate about the top goals of their organizations. That’s only one in five. There are number of reasons for this. But the primary one is that they feel no ownership. They don’t feel that they have input into what is going to take to achieve the goal. They simply aren’t emotionally connected to the goal. No involvement, no commitment.
Third, those surveyed reported that they spend only 49% of their available work hours on the most important goals. The rest of the time is spent on urgent the far less important activities. They get so distracted by urgent things that they neglect the most important things.
Finally, people might know what the goals and top priorities are. They might even buy into them. But they don’t know what they are supposed to do about them. In fact, 51% state that they personally do not understand what they are supposed to do to help the organization achieve its goals. Goals will not be executed until everyone clearly understands what the goal is and what they themselves specifically need to do to meet that goal.
Once people are clear on what the goal is, then and only then, are they free to try new and better ways to reach that goal. So the point is, to achieve goals you’ve never achieved before, you simply need to start doing things you’ve never done before.
Rocky:
Let me tell you something you already know.
The world ain’t all sunshine and rainbows.
It’s a very mean and nasty place
and I don’t care how tough you are.
It will beat you to your knees
and keep you there permanently if you let it.
You, me or nobody is gonna hit as hard as life.
But it ain’t about how hard you hit.
It’s about how hard you can get hit
and keep moving forward.
How much you can take and keep moving forward.
That’s how winning is done!
Now, if you know what you’re worth,
then go out and get what you’re worth.
But you gotta be willing to take the hits.
And not pointing fingers saying you ain’t where you wanna be
because of him or her or anybody.
Cowards do that and that ain’t you.
You’re better than that.
Name: Masato Bud Uesu Location: Tokyo, Japan Twitter
| Facebook | email Profile: CTO, Glam Media Japan, K.K. Watching the alpha geeks, sharing their stories, seeing the future unfold. Disclaimar: This is my personal blog and anything spoken here doesn't reflect my corporate views in any ways.