Evaluate your progress on a regular basis. Remember, circumstances change so be
flexible and allow your objectives to change with them.
Once your organization has written its goals and objectives, it is time to take this task
one step further by developing an Action Plan. This is the actual mapping out in detail
of what is to get done within a time framework.
What is to be done (your objective)?
Howwill it be accomplished?
What are the resources in terms of people, money, materials?
Who is responsible for completing each task?
When will it be accomplished?
Howwill you knowwhen it is accomplished?What will you be measuring it by?
EXAMPLE OF ANACTIONPLAN:
Goal: To improve membership recruitment, retention, and involvement.
An objective: To develop a committee structure whose purpose is to increase
member involvement to at least 40%by next term.
How: Brainstorm ideas to increase member involvement. Go over this list and
weed out all those ideas that are impractical or impossible to do. Discuss this ed-
ited list with the executive board/leadership. Determine which will be done and
delegate the final process of setting up this system to 1 or 2 executive officers.
Resources: Members, executive officers, consultants, handouts on recruitment, 1.
Who: Executive board and consultants.
When: By next term (try to set a specific date if possible)
a. Acceptable—membership involvement increases by 40-70%
b. Unacceptable—membership involvement increases by less than 40%
c. Better than Expected—membership involvement increases by more than 70%
HELPS GOAL ACHIEVEMENT
Flexibility – Awillingness to change or modify goals when original goals become
blocked. A goal suited to one particular time in life may not be appropriate when cir-
Specific, written goals – “Think ‘em and ink ‘em.” This process promotes commit-
ment. When a goal becomes written, it becomes concrete, tangible, and easy to focus
on. Deadlines produce a target and can provide a sense of achievement when met.
Ownership – The serious effort needed to achieve most goals is difficult to muster if
the goal is not “right” nor owned by the individual.
Realistic Goals – Goals should challenge and stretch the individual, not become a
constant source of frustration. One should consider past performance and available
resources in setting goals.
A Positive Attitude – State goals in positive terms. Not achieving a goal should not
imply failure. A positive environment encourages goal achievement.
Support – Asking for help is a means for utilizing resources available. Accepting help
can speed an individual toward success.
Planning – Consideration of potential problems will help in making decisions concern-
ing how a goal might be achieved. The reactions of others indirectly involved with an
individual’s plans should be considered.
HINDERS GOAL ACHIEVEMENT
Rigidity – Clinging to a goal not possible or practical; uses its pursuit as an excuse for
not working on realistic goals. Letting an initial failure stop the process.
General, Unwritten Goals – Evidence of a lack of commitment to a serious pursuit of
change. Most goals are not realized without a written plan.
Pleasing Them – Setting goals to please others and trying to meet their expectations
Unrealistic Goals – Failure can be ensured by asking too much of oneself. A destruc-
tive pattern of behavior could result that is difficult to recover from.
Negatives – Stating goals in negative terms cannot result in accomplishment. Avoid-
ing tasks because of fear of failure will not challenge an individual. Dwelling on what
one cannot do detracts fromwhat one can do.
Seeking Disapproval – Sharing ideas with people who will ridicule or discourage one’s
Ambling Along – Letting life happen to the individual rather than for the individual. “If
you don’t knowwhere you’re going, howwill you knowwhen you’ve arrived?”