Goal Setting For Efficiency

Top performers protect their time differently. Most of us lose precious hours to chaos and distraction. On the advice of my business coach, I did a time audit. What I learned changed everything. I tracked my hours for a week. Captured everything I spent time on. Now I’m working to eliminate, delegate, or automate everything that doesn’t move the needle. If you struggle to get the important things done, here are 12 productivity tools that actually work: 1. Timeboxing Divide your day into clear blocks. Give each block one purpose. Nothing else happens during that time. It's simple but powerful. 2. Pomodoro Technique 25 minutes of focus. 5-minute break. No compromise, no distractions. I was skeptical at first. Now I can't work without it. 3. Two-Minute Rule If something takes less than two minutes, do it now. Those small tasks pile up and drain your energy when ignored. 4. Kanban Board See your work move from "to-do" to "done." It's surprisingly motivating to watch progress happen visually. 5. 1-3-5 Rule Plan your day around: 1 big task 3 medium tasks 5 small tasks This creates balance and prevents overwhelm. 6. Eat the Frog Do your hardest task first thing. Everything else feels easier after that. 7. Flowtime Technique Work until your focus naturally fades. Take a short break. Learn your rhythm. 8. 80/20 Rule Focus on the vital 20% that creates 80% of your results. Be ruthless about cutting the rest. 9. Getting Things Done (GTD) Capture everything. Organize what matters. Let go of what doesn't. 10. Warren Buffett's 25/5 Rule List 25 goals. Circle your top 5. Ignore everything else. 11. Eisenhower Matrix Organize tasks by urgency and importance. It shows you what really needs your attention. 12. Task Batching Group similar work together. Your brain works better this way. The reality is simple: Time management isn't about squeezing more into your days. It's about making space for what matters most. Choose your minutes wisely. They become your life. ♻️ Find this helpful? Repost for your network. 📌 Follow Amy Gibson for practical leadership tips.

Are you measuring what matters in your organization? A comprehensive measure of organizational effectiveness includes much more than profit margins and growth rates. The market and media often celebrate companies that show rapid financial growth or high profitability, leading to a cultural bias towards these metrics as signs of success BUT the tide is slowly turning- more businesses are recognizing the long-term value of a holistic approach to effectiveness and success. Many more businesses are embracing the concept of the "Triple Bottom Line," which measures success not just by financial profit ("Profit"), but also by the company's impact on people ("People") and the planet ("Planet"). HOWEVER 🚨 There is more work to be done! The prioritization of non-financial elements of organizational success can get pushed aside when financial pressures hit or quick results are valued. You have probably heard the phrase "What gets measured gets managed". This is generally true. Quantifying and measuring non-financial aspects of effectiveness, such as employee well-being, social impact, and workplace culture, is hugely important but remains challenging. 💡 Here's some straightforward steps to move you towards a more holistic approach to measuring success: 𝐒𝐭𝐚𝐫𝐭 𝐰𝐢𝐭𝐡 𝐜𝐥𝐞𝐚𝐫 𝐠𝐨𝐚𝐥𝐬: Define what holistic success means for your organization. This could include specific targets related to employee well-being, social impact, and environmental sustainability. 𝐄𝐧𝐠𝐚𝐠𝐞 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬: Talk to employees, customers, and community members to understand what aspects of your business matter most to them. Their insights can help shape your holistic success framework. 𝐂𝐡𝐨𝐨𝐬𝐞 𝐫𝐞𝐥𝐞𝐯𝐚𝐧𝐭 𝐦𝐞𝐭𝐫𝐢𝐜𝐬: Based on your goals and stakeholder feedback, pick metrics that are meaningful and manageable. For example, employee satisfaction can be measured through regular surveys, while environmental impact can be tracked through energy consumption or waste reduction metrics. 𝐔𝐬𝐞 𝐞𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐟𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤𝐬: Look into established frameworks (like GRI or B Corp standards for sustainability; Gallups Q12 Engagement Survey for employee engagement or the Denison Organizational Culture Model to measure workplace culture). There are existing frameworks for most known elements of organizational effectiveness so it's just a matter of looking into them. 𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞 𝐢𝐧𝐭𝐨 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧-𝐦𝐚𝐤𝐢𝐧𝐠: Ensure that these holistic metrics are part of regular business reviews and decision-making processes, not just side projects. 𝐑𝐞𝐩𝐨𝐫𝐭 𝐭𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐭𝐥𝐲: Share your progress openly, including both successes and areas for improvement. Transparency builds trust and credibility. 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠: Be prepared to adapt and refine your approach as you learn what works and what doesn't. This is a journey, not a one-time task. #organizationaleffectiveness #measurewhatmatters #leaders

SMART goals are dumb. Definitely outdated. They were literally coined in 1981 by John T. Doran in the Management Review. That's 43 years old. Oh and psst - your team hates setting them. Why? Because the acronym is fundamentally flawed: Specific: Limits creativity and hampers your ability to adapt when new information emerges. 🤔 Measurable: Sure, you know when you've achieved it, but does it drive meaningful, impactful outcomes? 📉 Attainable: Keeps you comfortably within your comfort zone—hardly a place for growth. 🛋️ Realistic: Another word for attainable. It encourages small thinking and boxes you in. 🚫 Time-bound: While deadlines are important, meaningful goals need built-in milestones that keep motivation high and the dopamine flowing. 🎯 In short, SMART goals keep us stuck in mediocrity, lacking purpose and innovation. So, what’s the alternative? Enter the PIC Framework: Purpose-Driven: Every goal should connect to a deeper mission or value. This alignment not only motivates but also gives each goal a clear "why." 🎯 Impactful: Goals should aim for outcomes that matter—shifting the focus from what's easily measurable to what's truly transformative. 🌍 Challenging: If your goals don’t make you a little uncomfortable, you’re not aiming high enough. Embrace the discomfort as a sign of growth and ambition.💪 Want to innovate your goal setting? Here's how you can bring PIC to your organization: Start with Purpose ➡ Align goals with the organization's mission. 🌟 Define Impact ➡ Focus on meaningful outcomes that drive the business forward over easy measurements (especially, for the sake of a great dashboard). 📊 Set Challenging Objectives ➡ Encourage ambition and innovation - yep, even if it scares you. 🚀 Embed Milestones ➡ Keep motivation high with regular wins - not just a potential bonus at the end of the year. 🏆 Foster Reflection ➡ Regularly review and adapt goals as needed. 🔄 (In other words, setting a goal in January and refusing to change it because you set it, even though you have new information, is well...ridiculous.) By moving from SMART to PIC, you create a culture of purpose, impact, and challenge. And who knows - maybe people will finally start to buy-in to the goal setting process and actually like it! 🌟 #Leadership #Innovation #GoalSetting #BusinessGrowth #PurposeDriven

What does your long term funding roadmap feel like? In my experience, many large corporations today want to invest in smaller potential scale up companies with fresh innovative products and services. The good news is there are a large number of founders that are interested in accessing corporate funding. Unfortunately, frequently great potential opportunities for collaboration fall by the wayside and become lost opportunities. Why? Because the two parties are not speaking the same language. A corporate investor is going to need to get management and (depending on deal size and stage) even board approval, involving forecasting for a much longer term than simply the current round of fundraising. The Startup founders are asked what can see a vexingly difficult series of questions centred around explaining long term funding requirements. The question however frustrating it may seem is actually a blessing in disguise: it is a trigger to enter the path to a Long Term Funding Roadmap. The Long Term Funding Roadmap by Strategy Tools empowers both founders and investors to lay out their assumptions and projections at each stage of the company starting at validation of market need and pre-seed financing, all the way through to a potential exit as a sturdy profit engine. Walking through the process, you can consider revenues, soft funding (including government grants,) debt, and the various alternatives for equity financing ranging from your personal resources through to Business Angels, Accelerators, Family Offices, Corporate partnerships, different flavours of Venture Capital, all the way through to Private Equity and Capital Markets. Importantly, as either a founder or investor you can use this to test your assumptions, consider later stage valuation and dilution, and understand how different decisions will impact your long term outcomes. As in the game of chess, in business your upfront planning which considers potential scenarios five or six steps ahead can deliver significant competitive advantage. In your role as a Corporate Investor or Family Office manager you can successfully use this approach on an evolving basis with your portfolio companies. Working with the map, you understand not only the progress to date and also future opportunities for bold #growth and to explain your proposals to the investment committee and additional decision makers. How well does your #Strategy link #future assumptions to choices and opportunities with Debt, Equity, Revenue, and Soft Funding? Strategy is Mastery. What do you think about the Long Term Funding Roadmap?

Last week, I posted my most viral post ever on how to set better goals. This weekend, I used the technique myself. Here is what I learned. The method comes from Los Angeles Dodgers superstar Shohei Ohtani and was recently featured in a Harvard Business School case study by Frances Frei. It looks simple. It also looks beautiful. The four steps are: (1) Define your main goal. (2) Write that goal in the center of a 9×9 grid. (3) Identify eight supporting goals and place them around the center. (4) For each supporting goal, list eight specific behaviors you can practice consistently. On paper, this feels almost too easy. In practice, I don't think it is. When I filled out my grid, the hardest part was not coming up with actions. The hardest part was deciding what I actually want and what I am willing to trade off. --- A few things surprised me. --- First, the “main goal” matters more than I expected. My take is that it should be ambitious but realistic within the next decade. Not too concrete, like “publish paper XYZ.” Not too abstract, like “be a good human being.” The sweet spot is a medium-term direction that can be translated into tangible subgoals. --- Second, the grid forces you to confront overlap and misalignment. Some behaviors supported multiple supporting goals at once. That felt great because it creates leverage. But I also noticed something else: I have goals that matter to me that do not directly serve the main goal. That is also fine. Not everything has to be instrumental. Some things are worth doing because they make life better. --- Third, I realized I am not pursuing just one main goal. I am pursuing several. And sometimes they conflict. That is where the grid becomes less of a productivity tool and more of a self-reflection tool. It can make your competing commitments more visible. --- Fourth, not every supporting goal and not every specific behavior is equally important for the main goal. It feels a bit superfluous to even say this, but of course I can practice as much yoga as I want and it still probably will not matter too much for my academic career. But if I bring several projects to the finish line (100%) rather than just close to it (80%), this will likely have a much stronger impact on my main goal. And still, even the goals that may feel less important at first are still important for achieving the goal. If all I do all day long is "work on one project at a time" and not do anything else, I will soon give up on my main goal altogether and pursue a different career. --- No goal-setting technique is perfect, and my grid is definitely not perfect. Still, I walked away with this feeling: If I make just a little progress on most tiles in this grid over the next few years, I will move meaningfully closer to my main goal of becoming a professor. And that makes the exercise worth it. Have you tried the grid yet? What does yours look like?

I made this leadership mistake for 6 years. It cost me my best employees. When leadership is task-focused, teams stay stuck in execution mode. But when you shift from "do this task" to "achieve this goal," you unlock their true potential. Here’s what happens when you lead with outcomes instead of instructions: They stop following orders and start innovating. Ownership replaces dependency, and results skyrocket. 3 secrets to outcome-focused leadership: 1️⃣ Set crystal-clear goals: Everyone should know exactly what success looks like. 2️⃣ Provide total freedom: Trust your team to figure out how to achieve those goals. 3️⃣ Celebrate every win: Big or small, recognition fuels momentum. The magic is in ownership. When your team owns their outcomes, they don’t just complete tasks, they revolutionize. They write their own success stories and achieve results beyond your expectations. Trust is the foundation of breakthrough results. Give your team space, and watch them soar. How do you empower your team to achieve extraordinary outcomes? #leadership #teamgrowth #innovation

Going Clear Day 581: Last week we cut burn by $200k / mo (or $2.4M / year) & it really hurt because I had to let some of our sales team go. As we get closer to raising our Series B next year, I've been learning about some of the critical metrics we need to watch to tell an efficient story in the AI era. What I found is that things are changing. Background: Warmly just finished our Q2. The first half of the year has been monumental for us: - 2x'd our customers - 2x'd our ARR - My cofounders & I moved to SF to start our offices - And I'm most proud of: >130% NRR As I start to meet with investors in the Bay, I've been struck by three metrics that I haven't been tracking well: - Magic Number - Burn Multiple - Revenue per employee --- 1/ Magic Number: how efficient is your Sales & Marketing function? Measured by: how much recurring revenue is generated for each dollar spent on sales and marketing. 2/ Burn Multiple: how efficient is your overall business? Measured by: dividing our net burn (cash spent minus revenue) by the net new ARR. 3/ Revenue per employee: how much money are you making per employee? Measured by: dividing our total revenue by number of employees --- These 3 were mentioned by 5 of 7 of the investors I spoke to in the last quarter. After a full health check on our business, it was evident that we were spending more than we needed to. In the first half the year, I authorized a lot of spend with the belief that it would help us grow faster to nab market share. Last week I made the tough decision to end a "grow at all costs" type policy when I realized that we could STILL achieve our ARR goals (& our NRR goals) without spending so much. So what did we do: - lowered S&M expenses by $150k/mo - lowered other expenses by $50k/mo - As part of this, our cofounders & rev leadership are taking a salary cut too. These cuts hurt but have a dramatic improvement to these new metrics that we need to watch intently: - Magic Number: 0.85 -> 1.1 (good) - Burn Multiple: 2.5x -> 1.5x (good) - Revenue Per Employee: ~$60k -> ~$95k (good?) An additional benefit to right-sizing the ship is that now we're projected to go profitable when we go out to raise which puts us in a stronger position with investors. But, importantly, and what sucks a ton, is that we had to let some of the sales team go. All of these folks were high performers & I would re-hire them again in a heartbeat if/when our metrics allow for it or we raise again. Partly I feel guilty. If I was a more aware and better founder (& not a first-timer) I would have foreseen the importance of these metrics earlier & hired accordingly. Partly I know I couldn't have done much differently. I'm evolving & reacting to how an AI-native world is shaping up and the response from the market / investors as I meet them. Open to all questions in comments / DM's. Warmly, Max ps. If you're looking to hire Warmly battle-trained SDRs (Macedonia) or AEs - DM me!

SMART goals don’t seem to work anymore. The approach that once seemed clear and effective is now falling short. Many organisations are realizing this: “It’s too rigid for today’s challenges.” “It doesn’t align teams in real time.” “It forces us to stay reactive instead of proactive.” These are the common challenges I’ve heard from leaders of Fortune 500 companies I’m currently working with. 📉 The business environment is more unpredictable than ever. 📅 Static goal-setting doesn’t address year-round adjustments. 🤝 Teams struggle with alignment across priorities. These concerns are valid. But they don’t mean we should abandon goal-setting altogether. Instead, it’s time to embrace FAST goals: ➤ FREQUENT discussions keep teams flexible and adaptive. ➤ AMBITIOUS targets inspire innovation and growth. ➤ SPECIFIC metrics ensure clarity and focus. ➤ TRANSPARENT tracking builds trust and alignment. Leaders who’ve adopted FAST goals are seeing real results. From sharper execution to better team engagement, the shift makes an impact. If you’re feeling stuck with outdated frameworks, consider starting with these steps: ❇️Hold regular goal check-ins. ↳ Discuss progress and adjust to new realities. ❇️Set bold yet achievable targets. ↳ Push yourself and your team beyond the status quo. ❇️Make tracking visible to everyone. ↳ Align efforts by keeping priorities clear and transparent. When goals become FAST, organizations don’t just survive. They thrive. What do you think- Is it time to rethink goal-setting in your organization? Catherine • ♻️ Share to inspire more. Connect with Catherine Li-Yunxia (Transforming leaders, Moving the world) to elevate CEO impact

Whiteboard Wednesday is back after a month of highlighting a customer story every day. Today I want to talk about goal setting and a counterintuitive technique that's helped us achieve outcomes here at FERMÀT that we once thought was impossible. Traditional goal setting fails because it relies on historical trends. Most teams look at their improvement rate from last quarter, then aim to do slightly better—essentially saying "if I was here before and I'm here now, I'll try to get a bit further next quarter." Instead, I challenge my team with this powerful alternative approach: 1. Define the maximum possible Ban historical data from goal-setting discussions. Instead, ask: "What's the theoretical ceiling for this metric given the physics and truths of our business?" 2. Quantify the reality gap Once you've established your theoretical ceiling, examine your current position. This gap reveals exactly what must change to achieve breakthrough results. 3. Challenge core assumptions This forces a crucial conversation: "What's the difference between our business fundamentals and historical outcomes that makes this goal seem unattainable?" When you work backward from theoretical maximums rather than forward from historical trends, you discover entirely new actions required to achieve extraordinary results. This approach works across any business type—whether you're increasing product development velocity or scaling creative testing. The principle remains: determine what's maximally possible given your business fundamentals, then work backward to identify the necessary transformations. What assumptions about your business trajectory could you challenge using this method?

One of the biggest gaps I see (everywhere) is this: not enough vision. When I work with senior leadership teams to imagine the future of their company or market, we almost always hit the same roadblocks: – The ideas are not ambitious enough – The ideas are too ambitious – Or the ideas only fit into one of three “comfort zones”: 1️⃣ What’s achievable within my team/budget 2️⃣ What’s achievable only with cross-org consensus 3️⃣ What’s achievable only with an industry coalition It's no wonder only 5% of AI pilots succeed (per MIT). That’s why I built this vision-mapping framework 👇🏼 Here’s how to run it with your team: 1️⃣ Before showing the grid, have everyone write 3 future visions for your product/service/org/market. 2️⃣ Reveal the grid and explain the axes. 3️⃣ “Show & tell”: Each person explains their visions and places them on the grid. (Pro tip: the group must reach agreement before moving on.) 4️⃣ Step back, analyze, and see where your team needs more bold + achievable ideas—and how balanced you are across direct control, cross-org, and industry-wide visions. 🎯 The goal is to create a portfolio of bold and achievable visions: some within your control, some requiring collaboration across the organization, some with the potential to make markets or reshape the ecosystem. This is part 1 of a 3-part workshop we've run with hundreds of senior executives at The Future Solving Company—Follow along if you'd like more insights, tools, and learnings to help leaders create powerful visions of the future and then make them real.