Performance Management

Demonstrates initiative and resourcefulness to get things done. Provides clear direction
and expectations. Acts to ensure others performance in accordance with clear expectations
and goals. Motivates others to achieve expected performance goals. Provides quality
service to clients and stakeholders.
This Means...
This Doesnt Mean...
striving to be professional in your work arriving late for work, not completing
(i.e., being accurate, punctual, reliable)
work without reminders

doing high quality work (e.g., being

accurate and reliable)

needing to be reminded to do the work

giving clear instructions as to what you

expect from others

giving assignments without deadlines or

with unclear quality requirements

setting your own high standards for

quality of work beyond what is normally
expected

relying on others to set the standards for

you to work against and to push you to
improve

coaching people to take accountability

for their own performance

assuming people wont do anything unless

you tell them to

improving the performance efficiency of

your area/organization

being satisfied with the current

performance
efficiency
of
your
area/organization

looking for new and better ways of

doing things that will improve
performance

working with current methods and

accepting the old way of doing things as
the best way

persevering when problems arise and

taking action to solve them

adopting a wait and see attitude

leading your team to exceed business

targets

ensuring only that business targets area

met

reviewing progress against milestones

and providing timely feedback

disempowering employees through micromanagement

assessing performance against standards

and addressing any problems

recognizing performance problems but not

addressing them

Developmental Activities
Determine if you are using your time effectively.

Create an estimate of what you should spend your time on each week, then keep a log of
what you actually spend your time doing.

Compare reality and your estimation.

Determine ways of reallocating time from areas where time is saved to those where more
time is required after gaps have been identified.

Reflection Tip:

Speak with peers to determine where they spend their time, and where they think they should
spend their time.

Focus on results and be persistent.

Work smarter, not harder. Regularly review all your planned activities in light of the results
you want to achieve. Ask yourself if theres a better way to achieve the results you want.

Be persistent. Do what it takes to reach your goals. If one approach doesnt work, try
another.

Reflection Tip:

Keep track of what works and what doesnt in a journal that is easy to refer to.
Take time to evaluate your criteria for success.

Consider the following criteria for success:

quality of services,
employee development such as participation in particular projects,
adherence to operations policies and procedures,
development of programs to specifications in a timely and accurate manner.

Write down any areas that are in need of improvement.

Create and implement an action plan to improve these areas.

Monitor the success of your actions against the above success criteria.

Reflection Tips:

Brainstorm other criteria for success.

Speak with your peers about their thoughts on criteria

for success. Create a list based on these discussions.

Revise the list as necessary.

Share your personal standards with others and ask for their feedback.

Identify people who work with you (partners, peers), and ask them for feedback on your

performance.

Compare their feedback with your own evaluation. Determine how accurate your selfassessment is.

Use this information to modify, if necessary, your personal standards of success in order to
more easily meet organizational requirements.

Reflection Tip:

Ask them for specific recommendations on areas where your assessment didnt match theirs.
Keep a diary of what you spend your time doing for a one week period.

Review the diary at the end of the week and see if actual time allocated to tasks matches their
importance and priority.

Develop and implement an action plan to allocate more time to important activities.

Plan to minimize or eliminate low priority activities.

For those routine activities that are necessary to perform, look at the way in which the task is
done in order to determine ways to do it faster, cheaper, more effectively and less often.
Your goals in this analysis are to improve the efficiency of routine activities to free time up
for more challenging/higher pay-off activities.

Involve a work group that you supervise in the above activity by asking them to participate in
the analysis and improvement of processes.

Ensure that your work group understands the purpose of the exercise.

Clearly outline new or more interesting opportunities which may become available if time is
saved on the routine tasks.

Reflection Tips:

Confirm task priorities and importance with your manager.

Track your projects.

Create a calendar on which you note your planned task completion dates in one colour and
the actual completion dates in another colour.

Review the calendar daily to see how you are doing.

Have a sense of urgency toward your work, and strive to meet or exceed timing goals while
meeting expectations with respect to quality.

Make it a habit to consider the impact that your task completion will have on the rest of your
business areas activities.

Take pride in timeliness, and keep in mind the detrimental effect that missed deadlines may
have on outside customer satisfaction.

Reflection Tip:

Review your calendar, and determine if there are any patterns to the missed completion dates.
Can you think of any particular factors that regularly cause you to miss completion dates?

Do a post-mortem on a failed project.

Analyze an unsuccessful project. Determine what went wrong and what could have been
done to make it successful.

As a supervisor/manager, ask employees to identify the critical factors that block or hinder
their performance in terms of meeting expectations.

Brainstorm other ways to accomplish removal of these obstacles within your area.

Communicate the results of your analysis to the involved colleagues/employees and your
manager.

Reflection Tip:

Monitor the success rate of future similar projects.

Provide clear direction when delegating tasks.

Ask others for feedback on the clarity and completeness of your direction during a task or
assignment.

Ask them to summarize the objectives and instructions to be sure that it is clear to them.

Delegate the task to one of your employees/direct reports in order to help them develop their
skills and to free up some of your own time for new activities.

Make sure you check in from time to time to address questions and check on progress.

Provide clear, specific direction to them and monitor their performance.

Reflection Tips:

Ask others for feedback on the clarity and completeness of your direction during a task or
assignment.

Set clear performance objectives for direct reports.

These objectives should be SMART:

Specific: describe what the end result will look like.

Measurable: expressed in quantifiable terms.
Achievable: the goal is realistic.
Relevant: linked to organization or department goals.
Time-Bound: provide target completion dates.
Communicate these standards to employees in your area/department. Ask for their input.

Compare performance to the standards you have set in each area of accountability on a
regular basis (e.g., quarterly, annually).

Look for ways to improve the quality of your work.

Identify the three to five most important quality measures for your own work.

Use these measures to identify the area which is in greatest need of improvement.

Develop an action plan to improve this area of quality over the next three months.

Make sure your goal is SMART - specific, measurable, actionable, relevant, and timed.

Use the quality measures to assess the effectiveness of your plan over those three months.

Reflection Tips:

Confirm with your manager that these are the most relevant measures to be addressed.
Run the plan by your manager for additional input.
Develop an action plan for each of your key initiatives.

Prioritize your initiatives based on the following criteria:

Important to the organizations strategic objectives
Realistic or achievable in the expected time frame
Challenging, innovative and of moderate risk

Identify the performance measures that you will use for each initiative.

Write down the specific goals that you want to accomplish for each initiative and the date by
which you want them accomplished.

Develop an action plan to support each of your goals.

Identify resources required, time frames and plans for overcoming anticipated obstacles.
Share these action plans with your employees and make sure they understand their role in
implementing these action plans.

Regularly monitor progress against goals for yourself, the department and individual
employees.

Recognize appropriate progress made toward goals and do what is necessary to ensure that
goals are met.

Reflection Tips:

Get your managers input on the prioritization.

Speak with peers in other business units about

how they prioritize initiatives.

Document this plan.

Check to ensure that employees feel these plans are reasonable, and achievable.
Take time to debrief each project.

At the end of each project (or at key project milestones), review your actions to determine
how you could have streamlined steps or made other changes to enhance efficiency.

Map out the work/design process to identify any steps which are unnecessarily performed
twice or any lags that have no logical rationale.

Discuss your observations with your colleagues and try to identify inefficiencies that seem to
occur most frequently.

Reflection Tip:

Keep a log of particularly successful projects, outlining the components that lead to success.
Do this for unsuccessful projects, outlining the particular problem areas. Take time to
review this log occasionally to see if any patterns or trends are present.

Review the performance measures currently used in your organization.

Review the criteria for how the measures were established and how long ago they were set.
Consider the strategic measures and process changes that have taken place in your business
area and at the corporate level.

Determine performance measures that need to be revised, eliminated, and created in order to
better align with these changes.

Communicate any potential changes to the groups responsible and discuss the issue(s) as a
team.

Develop an action plan to make the necessary changes to existing performance measures.

Reflection Tip:

Consider performance measures used within and outside the organization.

Develop a clear picture of your own personal standards of excellence in your job.

Follow these guidelines to help you develop high standards of performance in your job:
Describe three or four major areas of responsibility for your job, e.g., focusing on
customers, developing yourself, and developing the team.
Think of someone who is truly outstanding. What does he or she actually do?
Describe three or four characteristics of performance which are not acceptable for each
area of responsibility.
Use these extremes and your existing target set by your manager/team to establish
personal standards of excellence for each area of responsibility. Ensure the standards you
choose are challenging but realistic and attainable.

Compare your performance to the standards you have set in each area on a regular basis, e.g.,
weekly or monthly.

Reward yourself when you reach a goal or meet a standard.

Take the time to enjoy the feeling of personal accomplishment.

Reflection Tips:

Share your personal standards with others who can give you an accurate assessment of your
performance.

Compare their feedback with your own evaluation and determine how accurate your selfassessment is.

Measure each accomplishment versus your goals.

Each month, review what you have achieved relative to your goals.

Take into account changing priorities. It will not always be simple to assess what you have
accomplished versus your goals when the goals change. However, do not use this as an
excuse to avoid self-assessment.

Consider what you intended to accomplish over the months and ask yourself how satisfied
you are with what you actually achieved.

List any obstacles that are getting in the way of achieving your objectives.

Identify strategies for overcoming the obstacles.

Based on this review, take action.

Reflection Tips:

Get input from your manager about how challenging your goals were. Reflect on this
yourself, considering the time frame and level of risk involved.

Talk to peers to find out how they deal with these types of obstacles.
Ask your manager to give you feedback on how to handle a performance problem
or an issue with an employee.

Identify the different types of situations where you have had difficulty in controlling your
emotions.

Ask your manager to describe what he or she has observed you doing or saying (probe your
manager for specific examples).

Ask your manager for suggestions on how you might handle these situations more effectively
in the future. Note your managers suggestions and apply them the next time you face a
difficult situation.

Meet with your manager periodically to review your progress.

Rehearse the consequences of poor performance.

When considering the performance of individuals and teams, consider the consequences of
not achieving planned performance.

Focus on the impact of poor performance for the team and for individuals within it, as well as
for the organization

Be prepared to discuss these openly with direct reports.

Reflection Tip:

After your discussion, ask yourself whether the message you delivered was clear and whether
you had the impact you intended.

Keep these coaching choices in mind to get a better effort from a direct
report/employee who works fast but makes too many mistakes:

Assign the direct report/ employee to a different job that requires more speed but not as much
precision.

Avoid correcting mistakes yourself, even if you feel it would be easier. Draw mistakes to
your direct reports/employees attention, providing specific examples of the number of
errors and giving clear direction for improvement.

Be clear with your direct report/employee that accuracy of the work is equally as important
as the speed at which it is processed.

Spend more time with the direct report/employee on proper techniques for getting the job
done at a reasonable pace with fewer errors. Then make the direct report accountable for
meeting the jobs quality requirements.

Reflection Tips:

Keep track of accuracy over time.

Be sure to reward improvement and address setbacks.

Assess whether you are creating an environment where people feel individually and
jointly accountable for performance.

Ask for feedback from your team, either at a team meeting or by survey, to see if they think
people feel personally accountable for helping the team to meet its stated goals and
objectives.

Do you feel that you have a good understanding of the unique concerns, issues and
motivators that affect individuals performance?

Do team members notice when an individual loses focus or lowers their performance
standards? Do they address it with you or with the individual directly?

Do team members celebrate team and individual success, giving credit where credit is due?

Reflection Tip:

What do you do to encourage this behaviour in your team?

Take a calculated approach to evaluating possible initiatives and anticipating
potential obstacles.

Select a new initiative, project or activity that you are considering for the coming year.

List the costs and benefits, quantifying the benefits as much as possible. Dont forget the
more intangible costs and benefits, though, such as the degree to which others will resist the
initiative or the opportunity for exposure to new people and experiences.

Consider the potential obstacles that may arise and how you can address them.

Use this information to create a business case for the initiative that will have the highest
payoff.

Reflection Tips:

Resist the urge to make quick decisions without fully exploring the options.
Make sure you consider unique facts about the situation before making a final decision.
Ensure that youve considered both short and long-term effects.
Schedule a planning session with your management team to develop challenging
goals in key success areas and develop a plan to realize the goals.

Analyze the strengths, weaknesses, opportunities and threats affecting your area from both
internal and external perspectives.
Some external factors to consider include: competition, market share, key customers,
legislation, international/global issues, technological developments, social trends.
Some internal factors to consider include: customer satisfaction, quality, productivity and
cost efficiency.

Determine the critical success factors that will define improvement related to the issues
identified in your analysis and set goals.

Develop specific strategies and a formal plan to realize the goals. Include responsibilities,
time frames and progress reviews in the plan.

Reflection Tip:

Speak with peers in other areas, and peers outside of the organization but still within the
industry about the factors that they consider in this type of analysis.

Set a long-term strategic goal and outline a business plan to achieve it.

Set an ambitious long-term strategic goal that you believe in strongly. (For example,
balancing the branchs resources to minimize costs and maximize productivity and
opportunities).

Outline what you need to achieve this goal. For example, ways to measure employee
productivity, commitment to the goal from your management team.

Plan interim actions that will move you towards achieving this goal (for example, start
researching other organizations, productivity standards, start tracking measures of
individual/team results).

Reflection Tips:

Work with your manager to ensure that youve considered all relevant factors.

Consider both

long and short-term factors.

Review these plans with peers to ensure that youve accounted for all factors when
establishing the plan.

Clarify your priorities in terms of the costs and the payoffs.

Make a laundry list of potential tasks that have come to your attention over the last month.

Spend some time deciding how hard it would be to accomplish each of those tasks.

Spend some time reflecting on what the payoff would be for each task, if it were
accomplished.

Sort each task into the grid below based on the two factors youve just considered (ease of
task and payoff).
DIFFICULTY OF TASK
Low
PAYOFF

High

Easy
Quadrant
1
Quadrant
2

Hard
Quadrant
3
Quadrant
4

Cross off the tasks in Quadrant 3 (hard tasks with a low payoff). They require a lot of time
and effort for little return.

Consider crossing off the tasks in Quadrant 1 (easy tasks, with a low payoff). Your team can
probably complete them quickly but they are of minimal value.

Focus your attention on the tasks in Quadrant 2 (easy tasks with a high payoff) and make
sure they have top priority. They are easy to complete and will result in immediate payoff.

Develop a plan to complete all the tasks in Quadrant 4 (hard tasks with a high payoff). They
will require significant effort to complete but will provide significant payoff.

Identify the resources the group needs to accomplish their goals.

Identify the things you are able to obtain on their behalf and take action.

Identify any constraints that exist in terms of providing required resources.

Engage your team in problem solving to develop plans to overcome shortages of resources.

Be clear about any constraints that exist in terms of providing required resources, and engage
the group in problem solving to develop plans to overcome shortages of resources.

Books
The Apprenticeship of Duddy Kravitz, by Mordecai Richler (New Edition: McClelland &
Stewart, 2006; Original: Penguin, 1981).
The remarkable Duddy Kravitz has his good points and his bad points but one thing you
know for sure is that here is a young man high in Achievement Orientation. Look at his
entrepreneurial risk-taking and ongoing drive to do better. This book was made into a film
which you could also watch.

Discipline Without Punishment: The Proven Strategy that Turns Problem Employees Into
Superior Performance, by Dick Grote (New Edition: AMACOM, 2006; Original: AMACOM,
1995).
Grote explores ways to build superior performance and helps managers prepare and conduct
better coaching sessions. He shows readers how to avoid confrontational, anger-provoking
situations that can lead to bad relationships and even violence, how to salvage potentially
good employees who have gone astray, and many other ways to build superior performance.
Create Your Own Future: How to Master the 12 Critical Factors of Unlimited Success, by
Brian Tracy (New Edition: John Wiley and Sons, 2005; Original: John Wiley and Sons, 2002).
With this guide you can achieve your goals faster than you ever dreamed possible. Discover
how to skyrocket your success with twelve solid steps you can take to dramatically increase
your results almost immediately.
The Effective Executive, by Peter F. Drucker (New Edition: Harper Business, 2005; Original:
HarperCollins, 1993).
Drucker identifies five practices essential to business effectiveness: managing time; choosing
what to contribute to the particular organization; knowing where and how to mobilize
strength for best effect; setting up the right priorities; and putting them all together with
effective decision-making.
The Go-Getter: A Story that tells you How to be one, by Peter Kyne (New Edition: Standard
Publications, Inc., 2005; Original: 1921).
"The Go-Getter" by Peter B. Kyne is a moving parable of determination and entrepreneurial
spirit that has inspired many readers since it was originally published in 1921. This short
little book is the story of Bill Peck, a veteran of WWI, who convinces Cappy Ricks, the
founder of a logging and lumber company, to give him a job opportunity. "The Go-Getter" is
the story of perseverance in the face of adversity that is essentially at the heart of success.
Swim With the Sharks, Without Being Eaten Alive, by Harvey Mackay (New Edition: Harper
Business, 2005; Original: Ivy Books, 1989).
This easy reading straight-from-the-hip handbook by self-made millionaire Harvey MacKay
provides the reader with real-life examples of goal-orientation. Written in a style of quick

parables and lessons of life, Mackay shares his experiences in the business world.
Recommended for all levels in an organization.
Built to Last, by Jim Collins and Jerry I. Porras (Harper Business, 2004).
What makes a visionary company? This book, written by a team from Stanford's Graduate
School of Business, compares what the authors have identified as "visionary" companies with
selected companies in the same industry. The authors juxtapose Disney and Columbia
Pictures, Ford and General Motors, Motorola and Zenith, and Hewlett-Packard and Texas
Instruments, to name a few. The visionary companies, the authors found out, had a number of
common characteristics, which are described.
The Goal: A Process of Ongoing Improvement, by Jeff Cox and Eliyahu M. Goldratt (Revised
Edition: Baker & Taylor Books, 2004).
Alex Rogo is a plant manager, and is becoming more and more worried about the possibility
of losing his marriage... and his job. He knows that he`s going to have to make some changes
if he wants to get his life together, but what can he do? As he searches for answers, he
uncovers surprising business truths, and learns how to battle inefficiency by eliminating
bottlenecks. Since its initial publication, Eliyahu Goldratt`s The Goal has become a classic
of business literature, and through its guise as a novel, it has introduced millions of readers
to the authors revolutionary Theory of Constraints.
Goals! How to Get Everything You Want Faster than You Ever Thought Possible, by
Brian Tracy (Berrett-Koehler Publications, Inc., 2004) also available on audio CD.
This book is based on more than 20 years of research and speaking to more than two million
men and women throughout the United States, Canada and 22 foreign countries. Readers
will learn a series of powerful, practical strategies to set and achieve goals in every area of
lifefaster than most people would imagine possible. The book explains not only how to set
goals, but the detailed process of organizing your entire life around the achievement of
everything you want, both financially and personally.
Seven Habits of Highly Effective People, by Steven R. Covey (New Edition: Free Press, 2004;
Original: Free Press, 1990) also available on audio CD.
This book provides thought provoking ideas on clarifying your personal values and how to
translate them into your daily and weekly activities. An excellent read. This book has been
made into an audio cassette.
Inspiration to Perspiration: The Four Essential Steps to Achieving Your Goals, by David A.
Jacobson (Goal Success, 2003).
You know what you want out of life. This book will empower you to get it. By combining
GAIN PlanningTM with insights from Team in Training, you will learn to apply strategies
that have already helped thousands of people achieve their goals.

The Leadership Challenge: How to Get Extraordinary Things Done in Organizations, by

James M. Kouzes & Barry Z. Posner (New Edition: John Wiley & Sons, 2003; Original: JosseyBass, 1987).
This book uses case studies of 500 middle and senior managers at their personal best to
demonstrate how ordinary mangers can lead others to extraordinary accomplishments. The
authors take the view that leadership is an observable, learnable set of practices that
virtually anyone can master.
Practice What You Preach: What Managers Must Do to Create High Achievement
Culture, by David H. Maister (Free Press, 2003).
Based on a worldwide survey of 139 offices in 29 professional service firms in numerous
lines of business, the author proves that companies perceived by their employees to practice
what they preach in matters of client commitment, teamwork, high standards, and employee
development are more successful than their competitors.
The Art of Achievement: Mastering the 7 Cs of Success in Business and Life, by Tom Morris
(Andrews & McMeel Publishing, 2002).
This book outlines a simple framework that will lead readers down a road of excellence.
Peppered with quotes from great thinkers and successful people, such as Plato, Aristotle,
Einstein, and Churchill, this book helps readers map out new paths to better health, greater
efficiency, and deeper satisfaction.
The One Minute Manager, by Kenneth Blanchard & Spencer Johnson (Trade Paperback: Zebra
Bouquet, 2002; Original: Berkley Publishing Group, 1987) also available on audio CD.
This book describes management and coaching techniques of goal setting and performance
planning, and praising or reprimanding effectively to encourage positive behaviour.
Eat That Frog! 21 Great Ways to Stop Procrastinating and Get More Done in Less Time,
by Brian Tracy (Berrett-Koehler Publications, 2002) also available on audio CD.
For people who are overwhelmed by tasks of all sizes, this book provides the 21 most
effective methods for conquering procrastination and accomplishing more.
Getting Things Done: The Art of Stress-Free Productivity, David Allen (Which Books,
2002).
A practical book on time management and organization skills. Readers learn that there is no
single means for perfecting organizational efficiency or productivity; rather, the author
offers tools to focus energies strategically and tactically without letting anything fall through
the cracks. He provides tips, techniques, and tricks for implementation of his workflow
management plan, which has two basic components: capture all the things that need to get
done into a workable, dependable system; and discipline oneself to make front-end decisions
with an action plan for all inputs into that system.
Good to Great: Why Some Companies Make the Leap, by Jim Collins (HarperCollins, 2001).
Making the transition from good to great doesn't require a high-profile CEO, the latest

technology, innovative change management, or even a fine-tuned business strategy. At the

heart of those rare and truly great companies was a corporate culture that rigorously found
and promoted disciplined people to think and act in a disciplined manner. Peppered with
dozens of stories and examples from the great and not so great, the book offers a wellreasoned road map to excellence that any organization would do well to consider.
How they Achieved: Stories of Personal Achievement and Business Success, by Lucinda
Watson (John Wiley & Sons, Inc., 2001).
This book offers profiles of twenty-five successful Americans who have reached the peak of
their professions and offers readers insight into the secrets of their success. The book
reveals how these achievers discovered their lives passions and how they overcame adversity
to make those dreams reality.
Zapp! The Lightning of Empowerment: How to Improve Productivity, Quality and
Employee Satisfaction, by William C. Byham with Jeffrey Cox (New Edition: Ballantine
Books, 1997; Original: Ballantine Books, 1992) also available on audio cassette.
In this book, you will find specific strategies designed to help you encourage responsibility,
acknowledgement, and creativity so that employees feel they "own" their jobs. It's all here, in
an accessible guide for the successful managers of tomorrow.

Videos and Movies

The video, Assertiveness Skills for Managers and Supervisors (CareerTrack Publications,
1-800-780-8476, www.pryor.com).
Understand how to get the results you want and manage with confidence and authority.
The video, Goals and Goal Setting (3rd Edition), by Reid Publishing (Crisp Learning, 1-800446-4797, www.crisplearning.ca).
This 20 minute training film is based on a book written by consultant Lorrie Rouillard and
takes you through the steps for setting attainable goals.
The video, The Goal: The Dramatic Story, by American Media (International Tele-Film, 1800-561-4300, www.itf.ca).
Based on the best-selling business book by Eli Goldratt, stimulate ongoing improvement and
increased productivity through better and faster methods of decision-making.
The video, How to Delegate Work and Ensure its Done Right (CareerTrack Publications,
1-800-780-8476, www.pryor.com).
Becoming a smart delegator is a great way to get more done quickly and move up in your
career. Learn how to assign work and responsibilities effectively.
The video, How to Set and Really Achieve Your Goals, (The Richardson Company, 1-800488-0319, www.rctm.com).
This video discusses the importance of setting accurate goals. It also teaches you how to set

meaningful goals and how to achieve them through the GRASP IT goals achievement system.
The video, S.M.A.R.T. Goals: Steps To Success, (The Richardson Company, 1-800-4880319, www.rctm.com).
This entertaining and enlightening video program will demonstrate how simple it can be to
establish a SMART goal, resulting in increased morale, employee retention and productivity.
The video, Targeting for Performance, by Melrose (International Tele-Film, 1-800-5614300, www.itf.ca).
By following the progress of a younger manager, this drama reveals how vital it is to have
targets that are: Specific, Measurable, Agreed, Realistic and Timed.
The movie, Breaking Away.
A teenager strives to become a champion Italian bike racer; shows how the Results
Orientation competency involves setting goals over time.
The movie, Cinderella Man.
The story of James Braddock, a supposedly washed up boxer who came back to become a
champion and an inspiration in the 1930s.
The movie, Remember the Titans.
In this movie the key character Herman Boone, played by Denzel Washington, pulls a rag tag
team of high school football players together and takes them to the State Championship.
The movie, Sea Biscuit.
See how an unlikely trio owners, trainer and jockey set and achieve a goal to take an
unknown and improbable contender to success on the race track.
The movie, Stand and Deliver.
A dedicated teacher inspires his dropout prone students to learn calculus to build up their
self-esteem and do so well that they are accused of cheating.
The movie, Touching the Void.
In 1985, two young British friends, Joe Simpson (then 25) and Simon Yates (then 21),
traveled to a remote corner of Peru. Ambitious mountaineers, their aim was to conquer the
unclimbed west face of a notorious 21,000-foot peak - Skulu Grande. Their story has become
part of mountain legend. This movie provides numerous examples of the value of setting
realistic but achievable goals. In particular, scene 17, entitled Sunny Day, you see Joe,
who has just climbed out of a huge crevasse with a broken leg, absolutely exhilarated by the
sunshine and having survived what was near impossible. Until he sees the immense
challenge ahead of him - miles and miles of glacier to get down before reaching the base
camp. He makes it down the glacier by setting very precise 20-minute goals.

The movie, Working Girl.

A secretary takes advantage of the absence of her boss to advance her career; shows Results
Orientation and ambition.