1530s, "end point of a race," of uncertain origin. The noun gol appears once before this, in a poem from early 14c. and with an apparent sense of "boundary, limit." Perhaps from Old English *gal "obstacle, barrier," a word implied by gælan "to hinder." Or from Old French gaule "a pole," from Germanic; or a figurative use of Middle English gale "a way, course." Sports sense of "place where the ball is put to score" is attested from 1540s. Figurative sense of "object of an effort" is from 1540s.
This was an exercise in a book by Abraham Hicks called ‘Ask and It Is Given’. You basically always keep a hundred dollar note in your purse or wallet and never spend it. The idea is to mentally spend that hundred dollars and know and feel safe by the knowledge that it’s in there and available for you to use when and if you wish. It apparently expands your money mindset and allows for more prosperity to flow.
Step 7: Monitor your emotions as a guidance system for your connection to the universal mind of intention. Strong emotions such as passion and bliss are indications that you're connected to Spirit, or inspired, if you will. When you're inspired, you activate dormant forces, and the abundance you seek in any form comes streaming into your life. When you're experiencing low-energy emotions of rage, anger, hatred, anxiety, despair, and the like, that's a clue that while your desires may be strong, they're completely out of sync with the field of intention. Remind yourself in these moments that you want to feel good, and see if you can activate a thought that supports your feeling good.
Organizational goal-management aims for individual employee goals and objectives to align with the vision and strategic goals of the entire organization. Goal-management provides organizations with a mechanism[which?] to effectively communicate corporate goals and strategic objectives to each person across the entire organization. The key consists of having it all emanate from a pivotal source and providing each person with a clear, consistent organizational-goal message so that every employee understands how their efforts contribute to an enterprise's success.
Give yourself a pat on the back for all those little wins -- they add up. And when you reach a major milestone, take time to acknowledge it. This reinforces that what you’re doing is exciting and important, and gives you a chance to recognize those who have helped you along the way. Plus, celebrating your accomplishments will help keep you motivated and focused so you can keep going.
Third, we need to keep our goals consistent. That is, when setting goals, we need to be sure that none of our goals contradict or undermine each other. The easiest way to do this is to have an overarching plan. Working through my Business Planning Makeover, for instance, will show you how to create a framework of business goals by creating an action plan to move your business ahead.
^ Grant, Anthony M (September 2012). "An integrated model of goal-focused coaching: an evidence-based framework for teaching and practice" (PDF). International Coaching Psychology Review. 7 (2): 146–165 (147). Archived from the original (PDF) on 2014-11-29. Whilst the ideas represented by the acronym SMART are indeed broadly supported by goal theory (e.g. Locke, 1996), and the acronym SMART may well be useful in some instances in coaching practice, I think that the widespread belief that goals are synonymous with SMART action plans has done much to stifle the development of a more sophisticated understanding and use of goal theory within in the coaching community, and this point has important implications for coaching research, teaching and practice.
^ Rasmussen, Jens; Lind, Morten (1982). "A model of human decision making in complex systems and its use for design of system control strategies" (PDF). Proceedings of the 1982 American Control Conference: Sheraton National Hotel, Arlington, Virginia, June 14–16, 1982. New York: American Automatic Control Council. OCLC 761373599. Cited in: Wrench, Jason S (2013). "Communicating within the modern workplace: challenges and prospects". In Wrench, Jason S. Workplace communication for the 21st century: tools and strategies that impact the bottom line. Santa Barbara, CA: Praeger. pp. 1–38. ISBN 978-0313396311. OCLC 773022358.
Goal-setting theory was formulated based on empirical research and has been called one of the most important theories in organizational psychology. Edwin A. Locke and Gary P. Latham, the fathers of goal-setting theory, provided a comprehensive review of the core findings of the theory in 2002. In summary, Locke and Latham found that specific, difficult goals lead to higher performance than either easy goals or instructions to "do your best", as long as feedback about progress is provided, the person is committed to the goal, and the person has the ability and knowledge to perform the task.