I see the value of it from a business perspective daily as I work with our ADDO team. Setting goals for sales and customer service metrics provides our team specific targets to work toward. I also experience the value of goal setting in my personal life and the lives of my family members and friends. Big goals like getting out of debt, committing to run a marathon (someone else, not me!), working to lose weight, and reading a certain number of books a year help us use our time intentionally to grow. Leadership guru Zig Ziglar famously said, “If you aim at nothing, you will hit it every time.”

And even author Mark Twain gave his two cents about goal setting: “Without dreams and goals, there is no living, only merely existing, and that is not why we are here.”

No one would deny the fact that goal setting is important and valuable. Yet, I think most of us don’t consider one potential pitfall that leads committed goal-setters to feel dissatisfied.

If we only spend time measuring ourselves against where we want to be instead of where we’ve come from, we can live in a state of perpetual discontent.

Dan Sullivan, founder of Strategic Coach, calls this problem the gap and the gain. The gap is the distance between where we are now and where we want to be. The gain is where we’ve come from and what we’ve accomplished so far. Dan explains the strange paradox between high achievers and a constant level of discontent. Can you relate? I know I can!

One option to avoid feeling discontent is to simply not set goals. That’s a bad idea. Dan’s advice is to keep setting goals, but to take time to measure yourself against where you were, not where you want to be. Your business is not where you want it to be, but look at how far you’ve come.

You haven’t hit your weight loss goal, but look at how much you’ve lost.

You haven’t hit your sales goal yet, but you are on track to surpass it by year’s end.

You aren’t running as fast as you want to be, but you are much faster than you were last year!

Your customer service ratings still need improvement, but they are moving in the right direction.

It’s good and proper to set your sights on the future. But it’s also important to enjoy the things you have accomplished and the ways you have grown. We must do both.

So here’s my advice:

Set the big goal and celebrate the small wins along the way.

Community has become a buzzword in recent years. We’re told it’s important. We’re told that we need it. And as leaders, we’re told to foster it. But if we’re honest, most of us don’t have any idea where to start. Let’s begin by defining it. Oxford English says community is “a feeling of fellowship with others, as a result of sharing common attitudes, interests, and goals.”

This fellowship provides an outlet for mutual encouragement and support. It also provides a platform to solve problems, innovate, create, and impact. Strong communities of people can leave a lasting impact on the world around them, but strong communities don’t form overnight.

Know this:

The conscious cultivation of community requires the conscious commitment of time.

So, in addition to time, how do you tangibly foster, create, and cultivate community? Let me suggest two places to start: prioritize in-person connections and establish trust.

First, prioritize in-person connections over virtual ones.

‍Our smartphones and the internet make it possible to connect with people from all over the world instantly. We can host meetings from the comfort of our homes. We can text a hurting family member. We can get a life update about a friend from social media. We can watch a church service online.

These things in themselves are not bad. These virtual connections can be helpful. However, if we as leaders suggest that virtual connections are as beneficial as in-person ones, we’re creating a barrier for the people we lead to experience deep, meaningful, and productive relationships. Encourage your teams to meet in person. Encourage your family members to have meals together around the table (without devices!) and talk! Ask your friend to go out for coffee, so you can catch up.

There is no substitute for in-person relationships.

Second, establish trust.

‍Stephen Covey has identified these five ways to build trust in relationships:

1. Talk straight. Tell the truth, and don’t mince words. As Brene Brown says, “Clear is kind.”

2. Demonstrate respect, by showing you genuinely care about the person in front of you.

3. Listen first. Avoid assumptions and seek to understand.

4. Right wrongs. If you make a mistake, own it, and work to make it right!

5. Deliver results. Be reliable. Get the job done without excuses.

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Modeling these actions to the people you lead will help set the stage for trust building. After all, your team needs to trust you first before they will follow you and be active participants in the vibrant community you’re seeking to build.

Don’t forget; leaders need community too. In seeking to help the people you lead form a strong community, be active in creating community for yourself to thrive personally at work, at home, and in your other spheres of influence. Prioritizing in-person relationships and working to establish trust are great places to start.

Truett Cathy recognized this fact and famously said, “How do you know if someone needs encouragement? If they are breathing.”

Ideally, we’d put ourselves in encouraging environments with people around us eager to build us up: our spouses, our children, our bosses, our coworkers, and our community. But if you’re human, chances are these relationships (even the healthy ones) aren’t always enough to fill up your cup.

It’s possible to have great relationships and community and still find ourselves in an encouragement deficit.

When we find ourselves in that situation, what should we do?

Let’s take a look at a great leader from history who found himself in a deeply discouraging situation and came out of it encouraged to move forward.

This leader was King David. Most of us know the story where David first stepped on the scene. Many mighty warriors cowered in fear in front of Goliath, but David faced the giant with boldness and faith in God. David became the kind of king Israel had been waiting for and ruled his people justly, though he wasn’t perfect. In fact, there are many stories that recount his faults and failures.

That’s where we find him in this moment of deep discouragement. The Amalekites, one of Israel’s greatest enemies, had raided their land, captured their women and children, and burned a city to the ground. As Samuel recounted, David became greatly distressed because his people wanted to stone him. I don’t know about you, but that would be enough to distress me. However, I love this line from 1 Samuel 30:8 when it says, “but David encouraged himself in the Lord his God.”

Not only is David distressed because his own family members have been captured, but the people were angry with him. They blamed him that their wives, sons, and daughters had been carried away by their enemies, and they were threatening to take his life.

So what does he do?

He, through faith, encourages himself.

Maybe you are reading this today and feeling discouraged. I want to give you three ways to encourage yourself.

1. Look Back:

‍Remember what you’ve accomplished in the past and the things you have gone through to get you where you are today. You survived and were resilient. You will make it through what you’re walking through today.

2. Look Up:

‍Find the bright spots. Remember the good things you’ve been given and be thankful. It’s amazing how fostering a spirit of thankfulness can lift a discouraged heart and give you a proper perspective of your circumstances.

3. Look Forward:

‍Focus on a brighter future. Dan Sullivan, the founder of Strategic Coach, said it this way: “The best way to make your present better is to make your future bigger.” When your business is struggling, what is the opportunity in the future? White it’s true that hope is not a strategy, it is an effective tool.

“The best way to make your present better is to make your future bigger.” –Dan Sullivan

If you’re discouraged, you’re not alone. You’re also not helpless. There is something you can do about it, and I encourage you to take these steps to encourage yourself today.

Alright, this is my last post from my book Inspired Every Day. (At least for a little while!)Want to know a key reason many people are not inspired? It’s because they are bored. Somehow, someway, we have worked to remove all risk from our lives. We want our lives to be secure. To be stable. To be safe. And oftentimes, secure, stable, and safe is boring.

On a recent trip to Africa, I had the opportunity to do one of my favorite things in the world—go on a safari. Our group was amazed. We were excited to see such beautiful and powerful animals up close. As the time approached to leave and head to the airport, we finally came upon a group of adult and baby elephants. Unfortunately, we were running late, so we didn’t have time to linger.

After pausing for a few minutes, the Jeep charged ahead a little more quickly than usual, and the elephants responded. One of them began to charge our vehicle, so our driver hit the brakes. The elephant stopped but stood ready, his blazing eyes fixed on the Jeep. As I watched the elephant poised and ready to charge my side of the vehicle, I applied a death grip to my seat. My heart raced. I held my breath. When it seemed the elephant had calmed down, we slowly drove away from the present (equally terrifying and exciting) danger.

At the risk of sounding like a spoiled brat, I have to be honest: After this type of experience, it’s hard for me to enjoy the zoo. It’s not the same as seeing an animal in its natural habitat. The element of risk creates a feeling I don’t experience at the zoo on the other side of the metal bars that stand between me and the elephants.

As I’ve reflected on this experience, it makes me ask: Have organizations done to individuals what zoos do to animals? Have the structures we put in place removed too much of who we truly are?

We take away most of the risk with the goal of creating a safer space, but in the process, we suppress our uniqueness, our individuality, and our gifts.

Too many businesses make people leave their personality at the door.

Too many offices create a culture that rewards routine over innovation.

Too many schools force their students to give up creativity to color inside the lines.

Too many colleges mandate a curriculum of checklists instead of a training ground for the real world.

Too many churches reduce the King’s monumental purpose and high calling to just attending once in a while.

‍Don’t sacrifice what makes you special for what makes you comfortable. Like animals in a zoo, we’ve forfeited what makes us wild and unique, and we walk willingly into a cage of predictability and security.

Don’t sacrifice what makes you special for what makes you comfortable.

Here’s my challenge to you today: Don’t give in to a pattern of stability and forfeit the future you were created to pursue. If you embrace the risk of pursuing your purpose—facing problems with like-minded partners—you’ll be inspired to do far more good for the world than you ever imagined.

If you’re interested in learning more about how to stay inspired and how to inspire others, click the link below and purchase a copy of my new book!

PURCHASE INSPIRED EVERY DAY

On this day in 1776, our forefathers signed the Declaration of Independence, so it’s the day we, as Americans, celebrate our freedom. There are few things I love more than cookouts, fireworks, and celebrating the freedom we have in the USA.

Typically, this blog is dedicated to leadership lessons, life principles, and best practices for business. So today we are going to celebrate Independence Day by reflecting on a few foundational principles we can learn from the leaders who have shaped America.

‍1. Clear Vision:

‍“Where there is no vision, the people perish” (Proverbs 29:18a).

Everyone needs vision—a goal, a destination, and an end they are working toward. We are motivated and moved by vision to act, but if our vision isn’t concrete, we’ll struggle to know the way to get there. Former presidential speechwriter James Humes said,

“To be concrete, use sensory language.”

President Kennedy famously projected this kind of vision for our country. He didn’t say, “We want to advance space exploration for scientific progress.” Instead, he said, “Our goal is to put a man on the moon.” This concrete image of a man on the moon is easier to get excited about than simply the concept of space exploration.

Kennedy led our country through the space race by giving scientists, engineers, astronauts, and everyday citizens a goal to rally behind, work toward, and celebrate!

A few years back we chronicled stories of remarkable people for our leadership program with Chick-fil-A. One video was based around President Kennedy’s ability to clearly articulate vision. Check it out here:

2. Core Values:

‍Strong leaders have strong core values.

Martin Luther King Jr. believed that all men are created equal, so he dedicated his life to fighting the horrors of racism and segregation. He led out of a desire to meet the needs of others, and all of his words, decisions, and actions as a Civil Rights leader were for the good of others. We call this servant leadership.

Servant leaders focus on leading by acting in the best interest of others.

King embodied the values of a servant leader by using his unique gifts and passion to serve his own generation and all of us who would come after him.

‍3. Compelling Communication:

‍Compelling communication moves people to action.

President Reagan defined success clearly, and he communicated in a way that people understood exactly what he wanted. On June 12, 1987, he gave a speech at the Brandenburg Gate and boldly declared, “Mr. Gorbachev, open this gate! Mr. Gorbachev, tear down this wall!” He knew that the only way to reestablish peace and prosperity in the Soviet Union and Eastern Europe was for the Berlin Wall to fall. In today’s environment, many would feel outraged by this kind of declaration and even consider it disrespectful. However, Reagan’s clarity and courage were refreshing. There was no mistaking President Reagan’s goal, and both Americans and the world responded to his leadership.

Like the JFK story, as a part of the Chick-fil-A Leader Academy, I had the privilege to visit the Ronald Reagan Presidential Library. We captured this story of the power of Reagan’s communication.

Today, I hope you have the opportunity to rest, to spend time with family, and to celebrate our freedom. Let’s take these lessons from the past and apply them to the present to help create an even brighter future for America.

Here’s an example: When I was in college, I was involved in UGA HEROs—an organization dedicated to helping children affected by HIV/AIDS. I loved being a part of this work, but we were a smaller charity on campus.

The two largest organizations (both in amount raised and people involved) were Dance Marathon, raising money for Children’s Healthcare of Atlanta, and Relay for Life, raising money for research for the American Cancer Society. UGA HEROs was well known because the organization was founded by UGA graduates and supported by big names like Coach Vince Dooley and then Head Coach Mark Richt. In my senior year, we had a new group leading the way, and we were determined to change this narrative.

The previous year, we were third out of third in fundraising, raising $75,000 in one year. By comparison, Dance Marathon raised $302,000 and Relay for Life had raised north of $200,000. Fueled by some healthy competition, we decided to aim big. After all, there is less competition for bigger goals, right? We set our goal at $303,000. (A little disclaimer here: we didn’t want any other charity to do poorly. We just wanted to leverage their fundraising number as motivation for our cause and our kids.

I remember when I shared our audacious goal with our faculty advisor, she thought I was crazy. She asked why we couldn’t set a more realistic goal? Why not a 10% or 20% increase? And here is how this principle plays out:

[highlight]when you set an incremental goal, all of your strategies revolve around MORE.[/highlight]

If we sign up a few more volunteers.If we will make some more calls.If we will work a little harder.

And if we do some more, we are likely to achieve more.

BUT, if we set a goal that’s 400% more than we had ever raised before, more just wasn’t going to cut it. When you jump to a much bigger goal, you have to totally rethink and reimagine your approach.

You have to be willing to build something totally outside of your current system if you want to reach an audacious goal.

I fundamentally believe that it’s easier to grow exponentially than incrementally. That doesn’t mean you’ll always succeed, but big goals force you to think and act differently. It requires you to grow and change in ways that you never have before.

Going for big goals is scary because it feels like you’re risking what you currently have for something that may or may not work out.

However, the upside, if you succeed, is so much fun. In case you were wondering, we achieved our big goal. UGA HEROs raised $306,000 dollars. For that year, we were the largest charity on a campus of more than 30,000 students. Here’s my question for you: What area of your life needs a big goal?

Find an ambition that’s big enough to force you out of your comfort zone. Set the goal. And go!

But today, I want to examine this topic through a different lens. I’m going to unpack the critical role that communication plays in culture building.

If culture is the key to organization resilience, then communication is its lifeblood.

A solid culture helps an organization persevere when times are tough, but the method by which you build a culture is communication. To build and foster a robust culture in your organization, here are four communication strategies:

1. Create a common language.

‍When your team is reading the same book, listening to the same podcast, or participating in the same training, they are developing a common language around what they are learning. They are processing the same words and the same ideas in the same framework. This allows them to communicate more effectively and connect what they have learned to their work. This happens in sports all the time. When Mark Richt was the head football coach at the University of Georgia, he was famous for saying, “Finish the drill!” While it was birthed out of a mentality to fully finish each component (or drill) during practice, it became a phrase that reminded people to not quit or take a shortcut. When we have a common language, it’s easier for team members to be aligned and communicate effectively.

2. Be clear.

‍Being clear is about simplicity, and it’s also about directness. Brene Brown says that being clear is kind, and being unclear is unkind. Avoiding tough conversations leads to confusion and disunity. However, being clear with feedback and expectations, even when it’s difficult, eliminates confusion.

3. Be compelling.

‍Too many leaders miss this one. When people are bored, they stop paying attention. When they stop paying attention, they stop listening. And if someone doesn’t hear what you’re saying, how in the world will they be inspired to act?  If you need help bringing your communication to life, watch or listen to speakers you admire. What about them engages you? Try applying their methods to your own unique voice (or use their messages that align with your values). Invest energy and effort into making communication compelling.

4. Be consistent.

‍Be consistent with what you are communicating and how you are communicating it. If clarity is about helping people understand, consistency is about reinforcing to drive behavior change. There’s an old saying that “vision leaks.” In other words, people need to be reminded, and reminded often.

If you want to improve your culture, improve your communication.

If you focus on these four strategies, you will lay a firm foundation for a resilient and vibrant culture.

My friend John Coleman and his wife Jackie encourage their kids with this phrase. For those of you who know Alexander Hamilton’s story from the hit musical or just from a love of history, you’ll understand what this means. For the rest of you, let me explain.

Alexander Hamilton was one of our founding fathers who is best known for being the first Secretary of the Treasury and for co-authoring The Federalist papers, defending the then proposed Constitution. Aaron Burr was a political peer of Hamilton’s who served as a senator and eventually as vice president. The two had a rivalry from the start. Burr accused Hamilton of being too loud about his opinions as a young revolutionary, and Hamilton accused Burr of not having strong values or principles. Burr seemed to change his political views to what would put him in the best position of power. In the presidential election of 1800, though Hamilton and Jefferson disagreed greatly politically, he gave his deciding vote to Jefferson over Burr because he believed Jefferson had principles and Burr had none.

To be clear, I don’t agree with everything that Hamilton believed. But, I admire his willingness to stand up for his convictions. How can we be the type of people who are willing to stand up for what’s right? This is what our world, culture, and places of business need most.

We need to stand up when other people are sitting down.

Sadly, our society right now encourages and rewards people for being quiet and just going along. We’re encouraged to validate other peoples’ beliefs and values, even if they are in opposition to our own. Have you ever thought about the meaning of the prefix “en”? En means to put into. What about the prefix “dis”? You guessed it: It means to pull out of.

Encourage means to put courage into someone, and discourage means to take their courage away. Because society puts courage into the people sitting down, we are going to be tempted to keep sitting! Those of us with strong values need to be counter-cultural to this. If we just go along, we are simply being reactive, allowing things to happen to us. We need to be people who initiate and make things better.

Leadership is a word that is thrown around and used so often, but true leaders are those willing to take a stand.

The world desperately needs leaders with strong values who have courage. I hope you’ll commit to being the kind of leader who boldly stands up for what you believe in.

Until recently, I had never considered what the parts of the word “compassion” actually mean together. Let me play English teacher for a few minutes.

When the movie The Passion of the Christ was released, I thought it was strange to use the word “passion” in a movie focused on Christ’s crucifixion, but I soon discovered that, in the context of this movie, passion is another word for suffering.

The prefix com means together. When you combine these two, together and suffering, compassion is a willingness to suffer with another person. It’s the perfect synonym for empathy. It doesn’t just mean that you feel sorry for a person, but that you are ready to enter into suffering with them.

Compassion is a willingness to suffer with another person.

At the start of this blog, I said compassion means we are willing to be disturbed, and I still believe that’s true. But I think you could take it one step further. Compassion is looking someone who is suffering in the eyes and saying, “Please disturb me. Your pain is my pain. Let me bear this burden with you.” This is the kind of compassion our world needs now more than ever.

So what does this look like practically?

Compassion will disturb your life in three areas: your schedule, your wallet, and your emotions.

Compassion disturbs your schedule.

True compassion interrupts your routine, your calendar, and your comfort zone. It’s stopping to help the person pulled over on the side of the road, even though you have somewhere to be. It’s engaging the person who needs to talk for a few minutes, even though you’re late to your next meeting. I’m not saying this is feasible or practical all the time, but compassion will definitely disturb your schedule.

Compassion disturbs your wallet.

Being compassionate means getting involved financially. Sometimes, it requires giving real dollars. It could be giving money away that you had been saving for your next vacation or shifting your budget to intentionally give to a specific person or cause. But other times, compassion is simply doing something less “valuable” with your time (in the business world, we call this opportunity cost).

Compassion disturbs your emotions.

Have you ever heard someone say, “You’ve been cursed with a good heart”? The idea is that because you care, you do more and give more than the average person. Compassion is being willing to have a broken heart; it’s being willing to have your emotional state disturbed to comfort and encourage another person. We have a new ministry at our church called the Stephen Ministry that is dedicated to this kind of compassion. Members of our church can be trained to be Stephen Ministers who meet with individuals to listen, care, encourage, and support them. This is compassion in action. Our world is divided, and people are hurting. Today, I encourage you to choose compassion over comfort and have a willingness to be disturbed.