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Never eat alone, 14. CHAPTER 3 What's Your Mission?

14. CHAPTER 3 What's Your Mission?

When I became interested in joining a fraternity, I didn't simply join the first organization available to me.

I researched which fraternity had the most active politicians as alumni. Sigma Chi had a rich tradition and an alumni roster of impressive leaders. But the fraternity wasn't chartered at Yale at that time. So we founded a chapter. Eventually I ran for New Haven City Council.

I lost, but in the process met everyone from William F. Buckley and Governor of Pennsylvania Dick Thornburg to the president of Yale, Bart Giamatti. I made regular visits to see Bart up until he died; he was a virtual oracle of advice and contacts for me. Even then, I recognized how something as simple as a clearly defined goal distinguished me from all those who simply floated through school waiting for things to happen. Later, I would apply this insight with even more vigor. At Deloitte & Touche, for example, it was one of the ways I differentiated myself from the other postgrad consultants. I knew I needed a focus, a direction that I could pour my energies into. An article by Michael Hammer that I read in business school gave me that focus. Coauthor of Reengineering the Corporation, Hammer's ideas were taking the business world by storm and were on the verge of creating a new segment for consulting services. Here was a chance to become an expert on a relatively new body of knowledge and research that was quickly becoming in hot demand.

I read all the case studies and attended every conference or lecture I could. Wherever Michael Hammer was, there was I. Over time, he thankfully saw me less as a stalker and more as a pupil and friend. My access to Michael Hammer, and my growing knowledge in the field, helped me broker a much stronger relationship between my company and one of the business world's most influential and respected thinkers. Publicity and profits followed for Deloitte as they became a company at the forefront of the reengineering movement. And with that success, my career, which had once been on shaky ground, began to soar. Countless books have been written about goal setting over the last few decades.

Yes, it really is that important. Over the years, I've refined my own goal-setting process into three steps. But the key is to make setting goals a habit. If you do that, goal setting becomes a part of your life. If you don't, it withers and dies.


14. CHAPTER 3 What's Your Mission?

When I became interested in joining a fraternity, I didn’t simply join the first organization available to me.

I researched which fraternity had the most active politicians as alumni. Sigma Chi had a rich tradition and an alumni roster of impressive leaders. But the fraternity wasn’t chartered at Yale at that time. So we founded a chapter. Eventually I ran for New Haven City Council.

I lost, but in the process met everyone from William F. Buckley and Governor of Pennsylvania Dick Thornburg to the president of Yale, Bart Giamatti. I made regular visits to see Bart up until he died; he was a virtual oracle of advice and contacts for me. Even then, I recognized how something as simple as a clearly defined goal distinguished me from all those who simply floated through school waiting for things to happen. Later, I would apply this insight with even more vigor. At Deloitte & Touche, for example, it was one of the ways I differentiated myself from the other postgrad consultants. I knew I needed a focus, a direction that I could pour my energies into. An article by Michael Hammer that I read in business school gave me that focus. Coauthor of Reengineering the Corporation, Hammer’s ideas were taking the business world by storm and were on the verge of creating a new segment for consulting services. Here was a chance to become an expert on a relatively new body of knowledge and research that was quickly becoming in hot demand.

I read all the case studies and attended every conference or lecture I could. Wherever Michael Hammer was, there was I. Over time, he thankfully saw me less as a stalker and more as a pupil and friend. My access to Michael Hammer, and my growing knowledge in the field, helped me broker a much stronger relationship between my company and one of the business world’s most influential and respected thinkers. Publicity and profits followed for Deloitte as they became a company at the forefront of the reengineering movement. And with that success, my career, which had once been on shaky ground, began to soar. Countless books have been written about goal setting over the last few decades.

Yes, it really is that important. Over the years, I’ve refined my own goal-setting process into three steps. But the key is to make setting goals a habit. If you do that, goal setting becomes a part of your life. If you don’t, it withers and dies.