Goal Coach
Sample goal plan
This is not a questionnaire but a finished result: fictional, yet built exactly like your own plan after the workshop. No real user data.
Sample goal plan
This is what your result looks like
Example (fictional): Elena, 41, managing director of a trade business
Life picture
In five years I want to run a company that works without me, so that I have time for my family without the business coming to a halt.
Goal pyramid
5-year goal
A company with a solid leadership team that runs day-to-day without me.
Annual goal
Two team leads developed to the point where they make decisions on their own.
Quarterly goal
Weekly leadership coaching established.
Weekly goal
3 delegation conversations with clear responsibilities.
Daily goal
Hand over one task today that I would otherwise have done myself.
In the workshop this pyramid emerges from your own answers.
One goal in detail
Two team leads who decide on their own – by 31 Dec
Due: 31 Dec · Review: every Friday, 30 minutes
- Why
- As long as every decision crosses my desk, the business stops when I'm away. That's why I never really have time off.
- Definition of success
- Both team leads decide alone up to €5,000, run their own weekly planning, and I am not called during two consecutive weeks of holiday.
- Obstacle plan
- When I notice I could do a task faster myself: hand it over anyway and spend 15 minutes coaching instead.
- What I stop doing
- No more customer queries directly to me and no sign-off on quotes below €5,000.
Metrics
Behaviour metric
Number of tasks handed over per week
Start 2 → target 8 per week · weekly
Result metric
Share of decisions made without me each month
Start 15% → target 60% · monthly
Daily check-in
Handed over today: 1 task (quote for the south project to team lead M.). Energy 7, focus 5. Blocker: two customers called me directly and I answered. Proof: task assigned in the system, the follow-up ran through M.
One task is enough for today, but the direct calls are the bottleneck, not your delegation discipline. Correction: from tomorrow customer calls go through the front desk and get assigned. Proof by Friday: no direct calls left in your log.
Weekly review
Week 32 · 3–9 Aug
- Wins
- 6 tasks handed over, first leadership coaching held with both team leads.
- Missed
- The target was 8 tasks and 3 delegation conversations – it ended up being 2.
- Diagnosis
- Handing over doesn't fail on intent, it fails on the calendar: the conversations have no fixed slot and are the first to drop when site pressure rises.
- Correction
- Delegation conversations as fixed appointments: Monday, Wednesday, Friday 8:15 am, 20 minutes – before the first site round.
Next commitments
- · Hand over 8 tasks, documented in the system
- · Sign-off limit of €5,000 in writing to both team leads
- · Customer calls via the front desk from Monday
Workshop assessment
Not a summary, but an assessment
The workshop transcript also produces an assessment: recurring patterns, the biggest risks with evidence from your own answers, and the levers with the strongest effect.
Created on 10 August
Patterns
- You hand over responsibility but not control: in four out of five examples the final sign-off stays with you.
- Your goals get concrete as soon as numbers are involved – when it comes to conversations with people they stay vague (“give more leadership”).
- Site pressure beats every intention: anything without a fixed slot is the first thing to go.
Risks
Your success depends on other people's behaviour
Definition of success: “both team leads decide alone up to €5,000” – whether that happens is not up to you but to them. Without your own share (limit in writing, no answering queries) the goal is not controllable.
The trade-off is named but not secured
“No more customer queries directly to me” – in the check-in you took two direct calls the same day. As long as the channel stays open, the old role stays open too.
The weekly number is set too high
From 2 to 8 tasks handed over per week in one step, with no intermediate stage. Week 32 ended at 6 – the target becomes a permanent miss instead of a benchmark.
Levers
Put the sign-off limit in writing
This week, one email to both team leads: decisions up to €5,000 without asking, copy to the office. That ties the goal to your action, not to their courage.
Close the channel
From Monday customer calls go through the front desk and get assigned. Proof: one week with no direct call in your log.
Schedule delegation instead of intending it
Monday, Wednesday, Friday 8:15 am, 20 minutes – before the first site round. Interim target of 5 instead of 8 tasks until it holds three weeks in a row.
Sample content for illustration. Your plan and assessment come from your own answers – the coach keeps sharpening until every level is verifiable.
The workshop
A guided conversation across seven levels – from life direction down to today. You end up with your life picture in your own words, a goal pyramid from the year down to today, and two metrics per goal: one result number and one action number.
- · Life picture in your own words
- · Goal pyramid down to today
- · Measurable metrics per goal
Afterwards
Defining goals is the easy part. Afterwards the daily close and the weekly review stay available: the daily close asks for proof every day and records what actually happened, and the weekly review holds plan against reality – with diagnosis and correction before a week turns into an excuse.
- · Daily close with proof instead of a mood report
- · Your journal, by email if you want and as a PDF
- · Weekly review: plan, actual, cause, correction
- · Periodic deepening conversations on every main goal