Bu siness skills: b et ter me etings 1 — 21 business englisch bu sin es s e n g L is

achieve sth.
,
etw. erreichen
acted upon: be ~ 
,
hier etwa:
angewiesen/
manipuliert werden
advance sb.
,
jmdn. voranbringen
affect sb.
,
Auswirkungen 
auf jmdn. haben
allocate sth. to sth.
,
 
etw. einer Sache 
zuordnen
approach
,
Herangehensweise
backtrack sth.
,
etw. zurückverfolgen
circumstances
[(s§:kEmstÄnsIz]
,
Umstände
deviate 
[(di:vieIt]
,
abweichen
do sth. about sth.
,
etw. gegen etw. tun
for good
,
auf Dauer; 
hier:
zum 
eigenen Vorteil
get distracted 
,
sich ablenken lassen
goal
,
Ziel
hit a goal
,
ein Ziel erreichen
inevitable 
[In(evItEb&l]
,
unvermeidlich
item
,
Punkt, Posten; 
hier:
Sachverhalt
key driver
,
wichtiger Antriebsfaktor
leverage sth. 
[(li:vErIdZ]
,
sich etw. zunutze 
machen
longer-term
,
längerfristig
on track: be ~ 
,
auf dem 
richtigen Weg sein
proactive: be ~ 
,
die Initiative ergreifen, 
selbst aktiv werden
ruthlessly 
[(ru:TlEsli]
,
schonungslos;
hier:
unbeirrt
sense of purpose
,
(Gefühl der) Sinn- 
haftigkeit
short-term
,
kurzfristig
think big 
ifml.
,
in großem Maßstab 
denken
A fresh start for 2021
As we enter a new year, it is time to let what behav-
ioural scientists call the “fresh-start effect” help us. 
The idea here is that certain milestones that mark the 
passage of time — such as a birthday or the beginning 
of a new year — give us the feeling that we are able to 
“start again”.
A good starting point for managing your perfor-
mance is to think about what happens when you are 
at your best: what it looks like, how it feels and what 
you do. When you can create more of these situa-
tions, you are more likely to feel good and perform 
well. This is about understanding your key drivers — 
what gives you a sense of purpose, what motivates 
you and what value you bring to your work and to 
others. 
Next, set some performance goals. Remember to 
choose action rather than inaction. Think about both 
your own drivers and some of those skill areas iden-
tified by the World Economic Forum. And be ambi-
tious — think big with your goals. 
Where do you want to be?
One useful approach to setting goals and planning 
your performance is to think about a time 18 months 
from now. What (new things) would you like to be 
doing? What would you like to have achieved? What 
skills would you like to have acquired?
Then think back from 18 months to 12 months. 
What would need to happen in those final 6 months 
to get you where you want to be? And what would 
already need to have happened by month 12 in order 
for you to be on track to hit your 18-month goals? 
Then work backwards from 12 months to 6 months, 
and from 6 months to 3 months. This will show you 
what you need to have achieved by month 3.
Now, switch your focus from backtracking your 
goals from the future to looking forward from now. 
You should now have a clear set of goals for the next 
3, 6, 12 and 18 months. Focus ruthlessly on these 
goals. Don’t let yourself get distracted by the con-
stant change happening all around you. Look at 
your Circle of Concern and Circle of Influence — and 
choose to operate only within your Circle of Influ-
ence for the first 30 days. 
Stay flexible
Although you should be ruthlessly focused, you also 
need to keep a degree of adaptability. External cir-
cumstances may force you to change some of your 
short-term actions. Having clear long-term goals 
can enable you to deviate from the short-term plans 
while still keeping your focus. At the end of each 
CIR
CLE
OF CONCER
N
→
→
→
→
CIRCLE OF 
INFLUENCE

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