Design Thinking is a mantra now. Why? Companies have, since time immemorial, be plagued by one of two problems. Firstly, leaders choose to rely on data points to extrapolate into the future- this approach fails sometimes because scaling is a job done by human beings, and is not the same as moving from two production machines to ten or two cities to five. Secondly, they depend on instinct more than evidence. If Nobel Laureate Daniel Kahneman is to be believed, depending on instinct is the greatest pitfall we encounter when making long-term decisions.
Today, a job description is almost obsolete. Even the most skilled professionals find themselves learning something new, or upskilling themselves, every few years. Employees who miss the chance, or lack the inclination, to grow, often find themselves sidelined very soon. At RainKraft, one of our goals this year is to help upskill individuals who can then become valuable assets to an organization.
In part one of this series, we considered why resolutions fail and how turning them into actionable goals helps us stay on track. Now let's look at the process of goal setting itself. We are sure you remember the SMART mnemonic for goals, and we don't blame you for resenting it just a little bit. However, the mnemonic sticks because it works.
The problem begins at the very beginning. In January, to be precise. We all set resolutions for the new year, hoping against hope to keep going with them. However, all it takes is a month or two for us to forget all about them or just give up in sheer desperation. In Lewis Carroll’s Alice In Wonderland, the inhabitants of the eponymous land must keep moving in order to stay in the same place. Sounds eerily like the story of our lives, doesn’t it?