Vision ("to be") can change over time. A broadly defined yet specific mission + core values = purpose/your why. This typically doesn't change.

Every December, I write myself a letter to be read the following December. The letter covers important things like family, relationships, and career achievements. It is meant to describe the world as if my goals were achieved. I use the letter as the roadmap for the steps I must take to achieve those goals during the year. When you do this for many years, you realize some goals take longer, or goals for which you could have worked better, or simply goals that are not achievable. All this information is essential to calibrate, adjust, and pivot. For me, this planning process is more important than a long-term vision because there's a lot you don't control, but how you adapt defines where you will end up.

I see two types of thinkers when it comes to long terms goals. The 'what' thinker and the 'how' thinker. The 'what' thinker knows the target, what it is that really motivates them to strive for, they are not concerned at this stage by how they will get there The 'how' thinker cannot describe the end goal as they are bogged down in the detail of how can I possibly get there... It doesn't matter which thinker you are as both will get there at some point. The what thinker might seem to be the Hare (Tortoise and Hare race) and can get cracking, making some early wins in the first year. The How thinker spends the first year working the steps directly in front of them and still cannot see (or allow themselves to see) the big picture

Create a vision that excites you. Reflect on your values and mission; this clarity will drive actions. Share this vision with your team to align efforts towards a common goal.

Long term goals are “false flags”. As much we’d prefer, our ability to look into the future, and despite the volatility of the world we live in, we can’t really know the outcome of any endeavor. So, what we can do is try daily to connect how our day to day habit/choices affirm or contradict our goals. It’s a constant discipline of do my choices feed my goal, or do my goals submit to my choices??

In my personal experience and in working with clients, breaking down a goal into major milestones proves to be incredibly motivating. These significant achievements mark progress toward the completion of the overall goal. For each milestone, I consistently list the specific tasks required to achieve it, ensuring that each task is both actionable and manageable.

Most people can either imagine their future goals or they can understand more or less what the future goals and objectives should be. In my experience though, where they find it more challenging are the steps required to actually achieve their goals. HOW to achieve their goals needs to be a big focus point. I even created coaching strategies around this as there has always been a need for it. Another aspect that’s required within companies is the ability for the Leadership team to sell their goals to the greater company. The skill set of internal sales should be a prerequisite for leaders, managers and HR.

SMART is helpful, but for many quarterly OKRs developed together (to help buy-in) that mark and celebrate progress together (to help accountability) may be more important. We are talking long-term here.

Chunk big goals into achievable steps. SMART criteria are your friend here. Assign tasks and deadlines, use tech tools for organization, and track progress regularly. Another helpful framework is CLEAR: Concise objectives Leverage resources and support Engage other Adapt to change Review progress and performance regularly and ensure alignment with long-term goals, mission, and vision.

Set metrics to gauge progress. Regularly review feedback, adapt, and pivot where needed. This iterative approach ensures staying on course towards your long-term vision. Long-term goals are of the highest importance, most strategic, and most complex. Take the time to optimize evaluation mechanisms. When setting KPIs, consider also requesting feedback on the KPIs themselves. Collect various perspectives in and out of work.

I used to review my goals every quarter, but it is a fluid process with the 'Now,' 'Next,' 'Later,' and 'Completed.' When I finish an activity, I move a new one from 'Next' to 'Now' and review the 'Later.' As time brings more clarity, I can refine all the activities as I adapt to what happens during the year.

Consider implementing a "Rotation of Acknowledgment" within your team. Rather than focusing solely on individual achievements, create a periodic acknowledgment where team members celebrate each other's successes. Encourage them to highlight and appreciate one another's contributions during team meetings or dedicated sessions. This not only boosts morale but also strengthens team bonds and fosters a culture of mutual appreciation and support.

Acknowledging progress is very important to me. I like to reflect on the activities in the 'Completed' bucket—the effort and impact of those activities and how they shaped my decisions. For me, that's a celebration in itself. Of course, your decisions affect those around you, so celebrating with those important to you, like your family, is also essential. Even if it is just going out for a drink with your spouse or taking the family for a nice meal. We are in it together.

Create a "Future Scenarios Workshop." Periodically gather your team to brainstorm potential future scenarios impacting your long-term goals. Encourage diverse perspectives and ideas on how these scenarios could unfold. This proactive exercise prepares your team to anticipate changes, strategize responses, and proactively adapt long-term objectives to evolving circumstances.

Life will throw things at you constantly. It is important not to be rigid with your goals; on the contrary, you may even have to re-define your yearly goals through the year. It's okay; the planning process is more important than the plan itself. Regardless, always focus on what you can control.

SWOT and PESTEL assume you and your team members are good at gathering and interpreting external and internal data. Where is this coming from? How are we evaluating and using information from industry associations, industry and position peer groups, contemporary research in our field, client input, and conversations with suppliers and vendors?

Staying focused on long-term goals can be challenging, especially when you're juggling multiple responsibilities. As someone who understands the need for balance, I've found that seeking support and guidance from a leadership development coach can be incredibly helpful. Instead of feeling like a failure for not being able to do everything, it's important to recognize that the system we're working within was designed for a different time and adjust accordingly. Remember, taking a step back and seeking guidance is a sign of strength, not weakness.

Wellbeing transformational leadership coaching is a big mindset key to this matrix. If your focus is solely and only driven by a materialistic or financial goal, you might make it there but on the long term goals of life you are at high health risk in many spheres: 1. Physical health 2. Mental health 3. Social health 4. Spiritual health The 4th one is all about your quest in life, what impact do you wish to resonate in this world, what sustainability model do you wish for yourself and inspire around yourself. To pioneer oneself to higher aspirations and thrive on making a difference in people's lives is also acting on ourselves and our wellbeing. Think about it. And, I assure you more deep regenerative sleep!

Speak out your goals (especially the long term BHAG's) to your audience, whether that be 1 person or many, either direct face to face or even using platforms on social media. One of 2 things will happen when you tell others about your goals, dreams and aspirations, they can help you achieve them, know someone else that could help you to achieve them and also hold you to account when working towards those goals.