In order to know if you are improving and becoming better at your chosen pursuit, you need to track your progress. That means coming up with a list of metrics or dimensions and foresee how they should change to indicate that you are progressing in the right direction. This form of progress tracking should:
I. Be based on your most clarified and updated goals from part 1a earlier for internal alignment.
II Take stage/timing of pursuit achievement into consideration
For criteria I, back to the example of physical training pursuit mentioned in part 1a, before uncovering the deeper goal of wanting a mobile and fit body as well as age gracefully, the relevant metrics or dimensions might revolve around the weights and number of repetitions one can lift for typical stationary two-dimensional exercises (ie, bench press, rows, squats, deadlifts, etc), and the speed of increasing those numbers would indicate one’s progress. However, upon uncovering the deeper goal, one will quickly realize that the relevant metrics should also include his ability to effectively and gracefully maneuver around the three-dimensional space in everyday context as well as a reduction in body aches and pains from staying stationary for prolonged periods. Furthermore, he will also realize that the speed of increasing the weights and number of repetitions he can lift for typical stationary two-dimensional exercises might not be as crucial, and even see that certain exercises substitutions (ie, bench press to push-ups) are more in line with his deeper goals.
For criteria II, back to the example of business pursuit mentioned in part 1a, after uncovering the deeper goal of wanting to have more than a full-time income without full-time commitment to a job, depending on the stage of pursuit achievement, the progress tracking would be different. At the initial phase, when the business has yet to take off, naturally, more time might be needed, depending on the type of business. At this stage, progress would not be indicated by whether one can limit time spent on the business to not pass a certain amount. Instead, it would be on whether the business is developed such that it can run with limited dependency on his continued presence in future. This includes the presence of clear and simplified processes and tried and tested standard operating procedures. Only after past this stage, as well as the later stage of handing over to capable executives hired to run important operations of the business with the developed standard operating procedures refined during the handing over process, would progress be indicated by whether he can limit time spent on the business.