Want to be more successful? Start with the end in mind

Maeve Lankford leads the Vision Workshop. 

Following on from the annual Aurora Conference 2017 Aurora ambassador, Maeve Lankford, shares insights from her workshop, Vision.

There is a saying that many of you will be aware of: “There is no wind favourable to the sailor with no destination in mind”. In order for us to achieve success in life, in our careers, in our relationships, it starts with us knowing what we want. As Stephen Covey puts it, “begin with the end in mind.”

So what are your plans for the next three years? If you aren’t sure then read this blog to develop clear ideas for yourself to take your first steps in successfully achieving what you want.

Identify your longings and discontents

As a leader, it is important to think about where you are in your leadership journey and where you see yourself going next. Ask yourself, how do I want to develop personally and professionally? Perhaps you have just completed Aurora and are thinking about your next steps, or maybe you are planning on doing a development programme in the future? Whether you are at the start or the end of a programme, you need to know where you are heading next!  That is the essential prerequisite to achieving a successful outcome.

The Universe provides us with two signals for growth: our longings and our discontents.  As a transformational coach, many of my clients start with building their vision and goals from identifying the things that they don’t like in their current situation – unsatisfactory commute; no work-life balance; no time for family, hobbies, or the bits of your job you love. Our discontents are often the things that give us clues as to how we’d prefer things to be.

And our longings – our dreams of career success; better sleep or less stress; acknowledgement of our contribution at work, at home or in our community; time and resources for hobbies or holidays, new interests – professional or personal – these too suggest the goals we aspire to.

Your vision and goals

Once you have started to identify your longings and discontents, you can start to define your vision and goals. I recommend you take a holistic approach to this. Look across the four domains of your life – health and well-being; career and creative expression; relationships; time and money freedom – and ask yourself the question – What would I love?

Allow yourself to really dream into that question, using your imagination as vividly as you did as a child. Will you allow yourself to imagine? Does it feel too childish for the grown up academic or professional you’ve become? Remember Einstein who said: “Imagination is more important than knowledge.” Suspend your knowledge of your current conditions and circumstances and imagine the outcomes you would love.

Once you have the end in mind. Take some time to write it all down using the following style:

  1. Start with gratitude: I am so happy and grateful now that…
  2. Write your vision in the present tense. Imagine you are describing a scene from a movie where everything is already happening just as you want it. This is a way for us to bring ideas from our imagination into current experience.

For example, you might open each section as follows:

  • I am so happy and grateful now that I am a successful leader who is admired by my peers and my staff.
  • I am so happy and grateful now that I spend quality time with my family
  • I am so happy and grateful now that I am healthy, well rested, and exercising regularly
  1. Paint the picture. Be as specific as you possibly can because the image you create transmits energy.

When you read it back, you want to get an emotional response in yourself that says ‘Yes, I LOVE this life’.  If it doesn’t feel like that when you read or speak it back, change it: keep changing it until it gives you that enthusiastic emotional response.

Live and breathe it

You’ve set your course for the outcomes you want to achieve.  In the coming days and weeks revisit your written vision regularly, preferably building it into your daily routine, consistently reminding yourself that this is the path you are on. Ask yourself each day, ‘what action can I take today that takes me in the direction of my goals? And then take that action!   As you start to achieve progress, you may well wish to make changes to your vision and goals.  This is normal.  Keep making those changes and tweaks, adding new details and goals as you achieve what you’ve set out for yourself, always seeking that emotional charge – Yes!  I love this life

When things crop up that demand your time and attention, your resources or energy, and if you’re not sure what to prioritise, ask yourself the question: ”does this take me in the direction of my vision and goals or not?” Let this help you decide whether to do something or not. Having this level of clarity and decisiveness alone will catapult you towards your end results.

In the coming weeks, we’ll share two further blogs about how to build your momentum in achieving the goals and successes you want.  We’ve started with clarity about the end result.  Next, we’ll talk about the importance of committing to your goals, and in the final blog, we’ll discuss how to overcome fears and doubts along the way.

Read on: The power of the decision

Maeve Lankford, joined the Leadership Foundation in 2015 as Aurora Ambassador to promote Aurora in the UK and Ireland, having formerly been Aurora Champion for University College Cork. 

Maeve has over 25 years’ experience of working in personal development and growth in higher education and beyond and is currently Director of her own training and coaching company.  Having held various roles in HR, Equality, Learning and Development and Welfare, her principal expertise lies in leadership and management development, group facilitation, action learning, executive coaching, personal development, resilience and well-being.   

You can book the Aurora Conference 2018 on our website. 

Women and change in higher education: so what’s new?

By Dr Diane Bebbington

Activity appears to be burgeoning both here and abroad aiming to challenge gender inequality in higher education. This is in spite of the fact that women now make up just over half of all undergraduates globally and university workforces are diversifying through knowledge globalisation and the cross-national transference of professionals engaged in academic research. It is remarkable that women are still so poorly represented in the most powerful, decision-making positions of institutions of higher education.

Last week, the universities of Durham and Newcastle hosted a conference Women and Change In Higher Education: Culture and Careers and in June a conference in Brussels – Gender Summit Europe 2014 will convene experts from all over the European Union from research, industry and policy to look at gender in research evidence. A key aim will be to look at how Horizon 2020, the current €80bn funding programme of the European Commission will, under article 15, ‘ensure the effective promotion of gender equality and the gender dimension in research and innovation content’.

So what’s being done? Women are well-represented at undergraduate level in medicine but few make it into professorial positions. By implementing the national Programme for Women Professors and the Pro Exzellenzia Programme, the University Medical Centre Hamburg, Germany, aims to support women’s career prospects through a variety of activities such as providing incentives for organisational change, allocating research time to women doctors and providing personal development through mentoring.

The Leadership Foundation’s Aurora programme is targeted at academic and professional women working in UK universities and seeks to enable them to engage with leadership development at an early stage in their careers. The programme, with four cohorts in Glasgow, Bristol, London and Manchester, has been hugely popular. 580 women have signed up from 100 higher education institutions, well up on the numbers expected and plans are now afoot to run Aurora in Northern Ireland.

Clearly momentum is gathering and two themes emerge from much of the debate. The first is the need to reach out to all women regardless of their differences and the other is to look far more critically at how inequality is perpetuated by the system. Data on women are still rarely disaggregated by race, disability or other ‘differences’. There is much talk about childcare but this often overlooks the experiences of women who are not mothers, but still shoulder the burden of work in the home. When it is reported that 17% of university leaders are women, to which women does this refer? By failing to analyse and publish data in finer detail, women who differ on account of race, disability, and other differences, are effectively being marginalised. Progress can only be made when all efforts to bring about change are truly inclusive.

The second theme is around organisational change. The tendency is to focus on women through developing their leadership potential rather than transforming the organisations in which they work. Rarely is the spotlight turned on those who occupy positions of privilege, yet ironically it is those in such spaces – the leaders of higher education – who are called upon to tackle inequalities. Paradoxically, we are asking a leadership that is relatively homogeneous to champion equality. How much change is likely to happen?

Dr Diane Bebbington is the Leadership Foundation’s diversity advisor.