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What we can learn from the East about Goal Setting

by Daniel Batten on April 20, 2012

Comparing Eastern and Western Wisdom, there are similarities in goal-setting, and also some
important differences. East and West are imprecise terms – but for the purpose of
saying anything at all on the subject, I’ll use them anyway.

Having looked at, taught, and experimented with each - the differences contain the key to
why in my view the Eastern approach has come up with a more complete answer to the
question “how to achieve a goal without so much effort, in a state of relaxed calm”.

The similarities
The traditional Eastern and Western approaches to achieving any
goal are agreed that you must

1. Have a clear intention (sankalpa) which you turn into a time-bound goal
2. Share it with other people. (This is because the best way to realise a dream is to wake up, and
sharing it wakes you up).
3. Once you have the goal, focus on the actions that will get you towards the goal. In the East, this
is called moving from “intention” to “attention”. This is the bit where you need to do some work.
Visualising, and intending by itself is just the first step.

The Difference
While you may read statements like “it’s not the goal that matters, but the person you become in
the realisation of that goal” in a lot of Western books on goal setting – my observation is that in the
West – it’s a statement to remind us of what we have forgotten, or something we say to console ourselves
if the goal isn’t working out and we are feeling down. In the Eastern approach – they really mean it.

The Eastern approach at it’s core – lives the principle:

- “do not attach to the fruit of your actions”
- you are not the doer of the actions anyway – it is all done through you.
-  only with a clear mind, can goals manifest very fast.

And that makes all the difference between the speed that goals materialise,
and the state-of-mind you achieve them it.

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Should you rehearse or be spontaneous?

by Daniel Batten on March 8, 2012

Have you ever gone to a meeting, planning to say something. Then you say it in the meeting and it falls flat? You may at this point decide that there is no point doing planning because it makes you less spontaneous.

You have just missed the point.

You rehearse in order to be spontaneous.

The problem was that you didn’t do enough planning. In other words, you did enough planning to give you one option about what to say – so you had no wiggle-room. With more planning come more options, so you can correctly assess the feel of any meeting, presentation or conversation – and choose the right path.

A living example?

I experimented with this recently. I had to a present a kick-arse product that had many complexities and applications. It needed to look natural and spontaneous, not like a sales pitch. But it still be highly crafted – or the message would not be clear, coherent and compelling.

Here’s how it panned out:

http://tinyurl.com/7dqmnpu

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Slow Down To Go Faster

January 4, 2012 Inspiring Stories

When I was 19 I rode a motorbike. Then I did this course where we rode around a real racetrack. After ½ an hour, Richard our riding instructor said “Get up to 100kph, then brake as hard as you can. So I did. He told me “It took you 44 meters. Daniel, you are a [...]

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“Are you an electric guitar in an orchestra?”

August 17, 2011 Influence and Persuasion

A company is like an orchestra; its
message to consumers is the soloist.
The soloist should be unique, yet play the same
tune, rhythm and musical score as the orchestra.
Most companies fall into one of two traps:
they either reflect, or ignore what their own
orchestra (company) is doing.
Method 1: All science, no art
When people accurately reflect what the company
is doing you get bland messages like “we [...]

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The case for chaos

June 2, 2011 contrarian commentaries

I’m sure you’ve noticed that cliches are a dime a dozen.
But have you ever thought that there was a time that a cliche was like hen’s teeth?
- rare, original and compelling.
Then what happened?
Because it was rare, original and compelling – everyone from here to Timbuktu started “wow – this phrase is the best thing since [...]

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The Sixth Stage of Incredible Influence

May 26, 2011 Vital Soft Skills

Have you ever been very close to getting someone’s agreement on something, or even got their agreement, but then at the 11th hour something unexpected happened?
When you reflect, hasn’t this happened a small – and yet significant amount of the time? And isn’t this the most emotionally and often financially costly part of the influence [...]

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The Fifth Stage of Incredible Influence

May 19, 2011 Vital Soft Skills

Two waiters deliver 200mls of water to a customer. The first one pours water on the head of the customer. The second one gives the customer water in a glass. Each customer received the same content – but their experiences were different. Why?
The second customer was given a container for that content. That container is [...]

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The Fourth Stage of Incredible Influence

May 12, 2011 Vital Soft Skills

Have you ever noticed that if you have a weakness and you don’t talk about it, its like you are broadcasting it and they are hearing it anyway?
The fourth stage of incredible influence (also called “their ears”) is about managing what the other person hears. There are two aspects to this – and you’ll pick [...]

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The Third Stage of Incredible Influence

May 4, 2011 Vital Soft Skills

Have you ever wondered how some people just manage to inspire others and create clarity that compels immediate action? In this post you’ll see the simplest and most neglected reason.
The third stage of incredible influence is “your mouth”. If its not moving – the chances that you are influencing are pretty low. But if its [...]

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The Second Stage of Incredible Influence

April 27, 2011 Vital Soft Skills

At school or University you were probably taught how to present an argument. It went something like “make an assertion, pick an example, offer some proof.” Have you ever noticed that by doing this in the “real world” – you are inviting counter-argument? It’s how examiners and perhaps judges are persuaded (ie: people who are [...]

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