Impact of Leadership

Your Goals Set A Direction But Your Systems Lead To Progress

  2. Share
Steve Scherer Steve Scherer
0 0

The Lazy Marathoner

A marathon is a race that psychopaths take part in. Globally, about 1.1 million people run a marathon each year, roughly .01% of the population.

This event is 26.2 miles from start to finish, roughly the distance from my house to downtown Milwaukee. Saying that doesn’t sound so crazy. However, breaking down the training is where things get nuts.

 

According to most sites (REI.com, Active.com, On-running.com, and many others), it takes 3-4 months of training to prepare for the marathon itself.

And most programs have a layout of 10-30+ miles/week, increasing total weekly mileage as you get closer to race day. Makes sense.

 

So, if you have an average pace per mile of 9 minutes, how many hours are you training over the 12-13 weeks?

9 min per mile x 300 miles (ish) = 2,700+ minutes

Two thousand seven hundred minutes = 45+ hours of running BEFORE you run a race that takes 4-5 hours to run.

 

That’s a ton of commitment, rest, and recovery!

And I’m betting you know someone who’s run a marathon. Are they still consistently running? Have they run a 2nd marathon? With an estimated 50% of all entrants being first-timers, I’m betting your friend checked the box and moved on.

But why would someone do that?

 

“If You Ain’t First, You’re Last.”

In his book, Atomic Habits, James Clear shows us how to start good habits and break bad ones. In chapter 1, he lays out four problems with setting goals:

  1. Winners and losers have the same goals
  2. Achieving a goal is only a momentary change
  3. Goals restrict your happiness
  4. Goals are at odds with long-term process

 

If goals are a problem, should we get rid of them entirely? No. “Goals are good for setting a direction, but systems are best for making progress.” p.23

 

Your friend most likely quit running because the goal was achieved. She wasn’t trying to become a runner; she wanted to complete a marathon. And there’s a huge difference.

 

I’ve done this so many times but wouldn’t have been able to articulate it. I love the feeling of accomplishing a goal, and it helped me win at some stuff along the way. “The idea is this: “Once I reach my goal, then I’ll be happy.” p.26

This super typical mentality doesn’t lead to consistent or lasting change; it leads to more and more short-term goals. And when you fall short, you’ve failed. There’s no middle ground. You either win, are successful, the best, or you’re a loser.

 

 

Trees & Ice Cubes

There’s a white pine tree in my backyard about eight years old and 25 ft. tall. When we moved into this house, it was about 4ft tall. When it was planted, it was 0 ft. tall. We didn’t notice that this tree was growing roughly 3ft a year, every year. That’s fast growth for a tree.

It was a little green stick with flimsy branches that couldn’t hold a squirrel. Now it’s a huge tree that I tell my kids to get out of when we’re running late for church.

 

“Imagine you have an ice cube sitting on the table in front of you. The room is cold, and you can see your breath. It is currently twenty-five degrees. Then, ever so slowly, the room begins to heat up.

 

Twenty-six degrees.

Twenty. Seven.

Twenty-eight.

The ice cube is still sitting on the table in front of you.

Twenty-nine degrees.

Thirty.

Thirty-one.

Still, nothing has happened.

Then, thirty-two degrees. The ice begins to melt. A one-degree shift seemingly no different from the temperature increases before it has unlocked a huge change.”

 

And here’s a statement that describes everyone you’ve ever thought of as an “overnight success.”

 

“Breakthrough moments are often the result of many previous actions, which build up potential required to unleash a major change.” p.20

 

That’s it!! Change doesn’t happen perfectly on time or consistently like that white pine. It breaks through like an ice cube in a thirty-two-degree room. But waiting sucks. It’s discouraging when I do a bunch of sit-ups every week for two months and don’t see a six-pack. I want success now. (Screw this program, it doesn’t work!)

 

James calls this principle the “Plateau of Latent Potential”. p.22

 

This graph is freeing.

What I think should happen = White Pine

What actually happens = Ice Cube

Valley of disappointment = “Screw this, nothing’s happening!”

 

Systems > Goals

We’re not scrapping goals. We’re mentally prepared for the “Valley of Disappointment.” Now what?

 

“Goals are about the results you want to achieve. Systems are about the processes that lead to those results.” p.23

 

Oh, snap! Stop freaking out about the ice being frozen, focus on turning the heat up one degree at a time. Small changes lead to big results.

 

Examples:

  • “If you’re a coach, your goal might be to win a championship. Your system is the way you recruit players, manage your assistant coaches, and conduct practice.” p. 23
  • “If you’re an entrepreneur, your goal might be to build a million-dollar business. Your system is how to test product ideas, hire employees, and run marketing campaigns.” p. 24
  • If you’re a parent, your goal might be to help your son increase test scores. Your system is how you approach nightly homework, conversations about problem solving and making it rewarding or fun whenever possible. (Example from my life)

 

“Fix the inputs and the outputs will fix themselves.” p. 25

 

I encourage you to buy the book, go through it with your team at work, and most of all--put it into practice. Small efforts matter. Seemingly insignificant conversations build lasting relationships. Three minutes earlier a day makes you a morning person in a year. Consistently saying “thank you” over a decade grows a tree of gratitude inside your heart. It all matters.

 

“The purpose of setting goals is to win the game. The purpose of building systems is to continue playing the game. It’s not about a single accomplishment. It is about the cycle of endless refinement and continuous improvement. Ultimately, it is your commitment to the process that will determine your progress.” p. 27

 

Need more? 

Check out the IOL Community Groups to connect with like-minded leaders!

Go to our YouTube and LinkedIn pages for more encouraging content.  

If you’re looking to take your growth as a leader to the next level, we’ve got you covered. Join the Impact of Leadership Community today!

Community tags

This content has 0 tags that match your profile.

Goals & Challenges

Building Culture
Servant Leadership
Management
Personal & Professional Growth

Level of Management

C-Suite/Executive
Entry Level Management
Middle Management
Management Aspirations

Comments

To leave a comment, login or sign up.

Related Content

0
Encouragement, Flattery and Trusting Teams: Part 1 Encouragement vs. Flattery Defined
This is part one of three blog posts that explore the multifaceted role of authentic encouragement in building trust within teams. From nurturing authenticity and positive communication to empowering team members and resolving conflicts constructively, authentic encouragement is a powerful tool for creating cohesive and trusting teams.   As leaders, our words carry a particular weight. As Patrick Booth says, "A leader's words can be gold in the pocket or an anchor around the neck."  So, how do leaders put courage into our people and avoid the thin ice of flattery? Let's get some definitions laid out.   In episode 719 of the Ask Pastor John podcast, John Piper tackles this question from a listener and lays out several helpful pieces of advice. First, let's look at flattery, Pastor John says this:    "I think the key difference between good praise and bad flattery is this: Flattery is bad because it’s calculated. It is given with a view to obtaining some advantage (Jude 16). Flattery may be true, or it may be not true. That is not the issue. You may be saying something true about somebody and still be flattering. The issue is whether it is calculated to achieve some purpose that is not rooted in the authentic, spontaneous delight that we take in the virtue we are praising." (I had to listen to the episode a few times to grasp what was being said. If you need to re-read this, you’re normal)   He goes on to say, "In other words, the key mark of genuine, non-flattering praise is that it’s the overflow of authentic delight in what we are observing about the other person. It is the opposite of calculation. It is spontaneous. C.S. Lewis, in one of my favorite quotes, says, “We delight to praise what we enjoy because the praise not only expresses but completes the enjoyment; it is its appointed consummation” (Reflections on the Psalms, 111)." Let’s recap.   Flattery might be true or untrue, but the motive is to gain something by complimenting. Flattery is terrible because it’s calculated and manipulative. Disingenuous.   Flip it.   Authentic praise is often spontaneous and comes from the overflow of what we’re experiencing. Authentic praise is good because it builds up and builds into another person. How does this type of encouragement build trusting teams? 1. Authenticity Builds Trust: When team members are authentic in their interactions, it creates an environment where everyone feels safe to be themselves. This authenticity fosters trust because individuals know they can rely on each other's honesty and sincerity.   When demonstrated by the authority figure, it brings your mission statement to life. Feedback is given for the good of the team, not just to build ones own social status.   2. Genuine Appreciation Strengthens Bonds: Expressing genuine appreciation for specific contributions or efforts reinforces the idea that team members are valued. This recognition strengthens the bonds among team members, contributing to a sense of trust and respect.   We must say simple words and phrases like, “Thank you,” “Great job,” or “I noticed how you took care of that customer/donor/issue.”   Word of caution: Saying to a rep, “Thank you for contributing your $1.50 in production last month!” doesn’t build confidence when the team goal was $1 million. They know they fell short. You know they fell short. Remember, authenticity should precede praise.    3. Open Communication Thrives: Authentic encouragement encourages open and transparent communication. Team members are more likely to share their thoughts, concerns, and ideas when they trust their contributions will be considered genuinely. Key question: When was the last time you, as a leader, demonstrated open and transparent communication?   4. Empowerment Drives Accountability: Authentic encouragement acknowledges the agency and impact of team members. This empowerment leads to a sense of ownership and accountability, as individuals are trusted to make decisions and take initiative.   Empowerment indicates the dissemination of decision-making. Delegating. AKA, stop being a control freak.   5. Conflict Resolution Becomes Constructive: In teams built on trust, conflicts can be addressed openly and constructively. Team members know that disagreements will be approached with respect and a genuine desire to find solutions, further solidifying trust.   Healthy teams have healthy conflict.   Authentic encouragement is a cornerstone in the foundation of trusting teams. It cultivates authenticity, open communication, mutual support, and empowerment, all of which contribute to a team's ability to work harmoniously and achieve its goals.   NEED MORE? Connect with us on YouTube and LinkedIn for more fun and engaging free content. Visit our sponsor, CCB Technology, to get your IT fixed.
0
Episode 117 | Leadership Resources (Published August of 2022)
You can’t give what you don’t have. This episode highlights resources to pour into yourself and your team. In 10 minutes. Books (audio and physical), podcasts, mastermind groups, and events.
Impact of Leadership
Powered by Cause Machine. All rights reserved.