Focus: a point upon
which attention, activity, etc, is directed or concentrated; to fix attention (on); concentrate.
Dictionary.com
I often start a column with a definition because it helps
me stay focused on the message I am trying to convey. I am reminded of the need to focus every time
I walk into the office and see the pile of papers on my desk and the ever
present reminders popping up on my calendar; when I experience the constant
interruption of phone calls and walk-ins. What do I have to do today to stay focused on the tasks at hand? However, the concept of staying focused begs
an even larger question – What is the goal upon which my efforts should be focused?
We can have no focus unless we have clearly defined
goals. How can one define tasks upon
which to focus when one does not have goals established that allow for a
strategic setting of tasks to achieve those goals? In other words, how can we figure out how to
get from Point A to Point B unless we understand the location of Point B. Once we know, we can map a route to get there.
I am sure that most of you have seen the SMART acronym. Goals must be:
S = Specific
M = Measurable
A = Attainable
R = Realistic
T = Timely
While the SMART method is useful, I am "focused" on goal
setting at an even more basic level. I
was vividly reminded of the need to have goals when I was recently in a meeting
with a group of volunteers who assist in the leadership of a charitable
organization. Many ideas on programming
and how to improve the group were bantered about, all ideas were good, some
were excellent! However, the unfamiliar observer might have noticed that the ideas, bright as they were, were also
disparate and non-cohesive in the sense
that they did not seem to point to a common interest. One of the participants finally took a step
back and interjected: What is the goal of [our organization]? We were flummoxed. All the brainstorming was taking place in a
vacuum!
How does this relate to in-house counsel? Many of us plod through life, day by day,
hoping for better, thankful for what we have (as we should be), working hard at
our jobs. We consider it a good day when we give some good advice, help a client out of a pickle, solve a
problem, proactively manage the company away from trouble, help a friend,
whatever. The next day is the same
thing. You might call this “surviving”
as opposed to thriving. Many of us are
fine with just getting by, others need to thrive.
What do you want out of your career? Do you want to be a specialist in a
particular area of the law? Are you
looking to be the next general counsel of General Electric? Do you want to strike out on your own and use
your in-house experience in the private firm setting? Are you looking to back down on the hours and
spend more time with the family? Each of
these goals demand specialized, differentiated strategies. The tasks required of one goal do not fit
within the scheme of tasks required to achieve the other goals.
When goals are clearly identified, we can develop
task-oriented strategies to achieve them. By knowing the big picture and focusing on the tasks required to get us there, we have purpose. With each task
completed comes a sense of accomplishment, a sense of having done something
concrete and worthwhile – because we have inched closer to our goal.
So while the pile of paper may not seem to get any shorter,
you can thrive in your career as you accomplish tasks and move forward to your
end game. By focusing on the smaller
tasks necessary to the achievement of your longer term goals, you make
progress. Progress in turn brings a sense
of well-being. A cycle is created
whereby your goals are affirmed through progress and satisfaction which brings
forth more effort to accomplish the next set of tasks and so on and on. Now – stop reading and get back to that stack
of paper…..
“People with goals succeed because they know where they’re
going.“ Earl Nightingale
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