M E R I D I A N     M A G A Z I N E

Leadership for Saints, Part 18:
Leaving Nothing to Chance
by Rodger Dean Duncan and Ed J. Pinegar

Last time we introduced the idea of establishing SMART goals. Here’s an example of one:

“Our goal is that every member of the Aaronic Priesthood will participate in the November 14 temple trip.”

Notice that this goal is Specific, Measurable, Attainable, Relevant and Time-bound. It also implies a number of intermediate goals.

For instance, a complete list of all the Aaronic Priesthood boys must be compiled and clarified. Individual circumstances must be considered. Adult chaperones must be invited. Schedules must be cleared and coordinated. Bishop’s interviews must be scheduled. Transportation must be arranged.

Every intermediate goal must be a SMART goal so it won’t float out into never-never land. Getting all the young men to participate in the next temple excursion is not the absolutely end of developing youth. But it is one of many steps to providing experiences that built faith, personal testimonies and a desire to honor covenants.

The landscape of great leadership consists of countless smaller pieces that add up to a large mosaic. It is focusing on the smaller pieces—while keeping an eye on the larger vision—that enables ordinary people to accomplish extraordinary things.

Great leaders use SMART goals because they leave nothing to chance. They want their people to invest their energy and ingenuity in goals that are Specific, goals that are Measurable, goals that are Attainable, goals that are Relevant, goals that are Time-bound.

Less Can Be More

Every leadership meeting in the Church is attended by well-meaning people. In their desire to do good work, well-meaning people sometimes try to resolve every issue and fix every problem as quickly as possible. This usually results in the creation of too many goals.

As a wise old hunter said, if you chase too many rabbits you’ll catch none of them. No matter how great a leader you are, you simply cannot focus on everything at once. Delegation can help by off-loading some of your tasks, but that isn’t the all-inclusive answer either. Too many goals will eventually cause your people to be overwhelmed, frustrated, and ineffective.

When it comes to goal setting, less really is more. Here are some guidelines that will help you select the right goals—and the right number of goals—for your leadership role.

• Select two or three goals to focus on. Remember that you can’t do everything at once, and you can’t expect others to either. A handful of goals are the most you should attempt to address at any one time. Each major goal can (and should) of course have a number of intermediate or sub-goals, but your number of major goals should be limited.

• Select goals with the greatest relevance. Just as there is an aristocracy among true principles, there is an aristocracy among goals. Some goals are simply more relevant than others. Some goals are more critical in taking you farther down the road to attaining your vision. Because your time and other resources are limited, it makes sense to concentrate your efforts on those few goals that have the greatest payoff.

• Focus on goals with the closest linkage to your mission and vision. It’s tempting to tackle goals that are challenging and interesting but that are not directly related to your leadership calling. You, personally, can do very little to solve the problems of world hunger. But of course you can address such a huge issue if you break it down into smaller pieces. You could lead some young people or Relief Society sisters or a priesthood quorum in planting and tending a vegetable garden for that widow down the street. Think globally, then act locally.

• Periodically revisit your goals and update as necessary. Leadership is anything but static. Situations change. Resources change. Needs change. People change. As you work and serve you gain fresh information and new insights. Periodically assess your goals to ensure that they are still relevant to the vision you’re aiming at in your marriage, family and all other roles. When necessary, revise the goals and the schedules for attaining them. If you’re the leader “in charge,” be sure to involve your counselors and others when formulating plans and goals. When others have genuine opportunity to provide input, they gain ownership of the plan and enthusiasm for the result. Consider the following:

At the Regional Meetings in the summer of 1978 the following instructions on goals were presented:

1. Goals should be prayerfully set with guidance from the Spirit.

2. Goals should be specific rather than general.

3. Goals should be written down.

4. Goals should be stated in terms of a specific time period.

5. Goals should be set by those responsible for their attainment.

6. Goals should be realistic and attainable but should also challenge us to lengthen our stride.

7. Goals should be reviewed frequently, and the results reported periodically.

8. Goals should be directed toward helping and serving other people as well as toward self-improvement.

– Marvin K. Gardner

A story related by Elder Dallin H. Oaks illustrates the importance of careful organizing and planning:

Two men formed a partnership. They built a small shed beside a busy road. They obtained a truck and drove it to a farmer’s field, where they purchased a truckload of melons for a dollar a melon. They drove the loaded truck to their shed by the road, where they sold their melons for a dollar a melon. They drove back to the farmer’s field and bought another truckload of melons for a dollar a melon. Transporting them to the roadside, they again sold them for a dollar a melon. As they drove back toward the farmer’s field to get another load, one partner said to the other, “We’re not making much money on this business, are we?” “No, we’re not,” his partner replied. “Do you think we need a bigger truck?”

Most of us don’t need more things to do. Like the two partners in Elder Oaks’ story, our biggest need is a clearer focus on the challenges at hand and how we should value and use the resources we have.

In your zeal to accomplish as much as possible, avoid tackling too many goals. Too many goals can overwhelm you. Being overwhelmed is not the model you want to give the people who depend on you for leadership. You, and they, are far better off setting a few significant goals and then concentrating on reaching them.

Remember that great leadership is not always a matter of huge success after huge success. Great leadership is a daily meeting of challenges and opportunities. Great leadership is about gradually but inevitably improving on the status quo. Great leadership is about seeing the big picture, yes. It is also about tending to all the pieces that make up the whole.

That requires smart organizing and planning.

Quotes to Remember

Setting goals is an essential step toward change. … These include setting goals that are specific, focusing on positive behaviors, and describing goals in behavioral or action terms. – Gary Steggell

We don't need a quick fix. … Steady, sustained efforts will bring great results. – James E. Faust

… occasionally review the goals and objectives of your organization with your officers and teachers. – Thomas S. Monson

Righteousness grows like a crop. … the sowing of the seed, of careful planning, of wise organizing; for, as you sow, so shall you also reap. – Spencer W. Kimball

Wise individuals understand and seek change slowly and carefully. They set realistic goals, achievable goals. They also work on self-improvement each day. – J. Spencer Kinard

Note: The excerpts of Leadership for Saints posted on Meridian are only a fraction of the contents of this 349-page book. To learn more about this ground-breaking book and to order copies, click here.

© 2002 by Rodger Dean Duncan & Ed J. Pinegar