When Champy asked Michael Dell where he found the ambition to build Dell computers, the CEO started to talk about business cycles and technology. Then he stopped.

"You know where I think the dream really came from?" he said. He described driving to school through the suburbs of Houston and ogling the office buildings with their great flagpoles. Dell wanted a flagpole. He wanted that kind of presence. To him, it was a symbol of success, and it drove him to envision starting up his own company before he could legally order a drink. Today, he has three flagpoles. I've spoken to Michael a number of times about his strategy at Dell, and it's amazing how each and every time this dream comes through clearly.

Human ambitions are like Japanese carp; they grow proportional to the size of their environment. Our achievements grow according to the size of our dreams and the degree to which we are in touch with our mission.

Coming up with goals, updating them, and monitoring our progress in achieving them is less important, I believe, than the process of emotionally deciding what it is you want to do.

Does that mean a hopeless dreamer could have run GE as well as Neutron Jack? Of course not. The transformation of a dream into reality requires hard work and discipline.

"Welch might resent the fact that I say, 'Jack, you're a dreamer,'" says Champy. "But the truth is he's a disciplined dreamer. He has the ability and sensibility that allows him to walk into various industries and see where the opportunities are."

Disciplined dreamers all have one thing in common: a mission. The mission is often risky, unconventional, and most likely tough as hell to achieve. But it is possible. The kind of discipline that turns a dream into a mission, and a mission into a reality, really just comes down to a process of setting goals.

Step Two: Putting Goals to Paper

Turning a mission into a reality does not "just happen." It is built like any work of art or commerce, from the ground up. First, it must be imagined. Then, one needs to gather the skills, tools, and materials needed. It takes time. It requires thought, determination, persistence, and faith.

The tool I use is something I call the Networking Action Plan. The Plan is separated into three distinct parts: The first part is devoted to the development of the goals that will help you fulfill your mission. The second part is devoted to connecting those goals to the people, places, and things that will help you get the job done. And the third part helps you determine the best way to reach out to the people who will help you to accomplish your goals.

It's a bare-bones, straightforward worksheet, but it has been extraordinarily helpful to me, my sales staff, and many of my friends.

In the first section, I list what I'd like to accomplish three years from today. I then work backward in both one-year and threemonth increments to develop midand short-term goals that will help me reach my mission. Under each time frame, I create an "A" and a "B" goal that will meaningfully contribute to where I want to be three years from now.

A close friend, Jamie, offers a good example of how this works. Jamie was struggling to find direction in her life. She had graduated with a Ph.D. in history from Harvard, thinking she'd become a professor. But she found academia too stuffy. She gave business a shot, but found the world of commerce unrewarding. So Jamie spent several months living in Manhattan thinking about where she was going in life, until it occurred to her that what she really wanted to do was teach children.

I asked Jamie to give my Networking Action Plan a try. She was skeptical at first. "That may be good for MBA types, but I'm not sure it works for people like me," she insisted. Nonetheless, she agreed to try it.

So she set about filling out the worksheet. Her "A" goal three years forward was to be a teacher. Her three-year "B" goal was to be a teacher in a well-respected district located in a place she wanted to live. Then she filled in his short-term A and B goals.

In ninety days, she wanted to be well on her way toward becoming certified as a high school teacher, enrolling in some type of program that would help professionals transition into the field of education. In a year, she wanted to be teaching full-time; she made a list of some of the best high schools in Manhattan that she might enjoy working at.

In the second part of the Plan, broken up in similar time increments, she had to name one or two people for each A and B goal who she thought could get her one step closer to making her goal a reality.

Jamie did her research and found the contact for a program that places midcareer professionals into teaching positions. She also found out the names of the people at each of the best high schools she had listed who were responsible for hiring. Finally, she found the number for an organization that provides teaching certification courses.

Within a couple of weeks, Jamie was on her way. She started to see the symbiotic relationship between goal setting and reaching out to the people who can help us achieve those goals. The more she accomplished, the bigger her teaching network grew. The bigger her teaching network grew, the closer she came to accomplishing her three-year goals.

Ultimately, the third stage helps you assess which of the strategies I'll show you in the following chapters will be most successful. With some people, it will require you cold-call them (which we'll talk more about later). Others you'll be able to reach through friends of friends; still others might best be acquainted through a dinner party or conference. I'll teach you how to utilize all these methods and more.

Jamie is now a tenured high school history teacher in one of the best high schools in the country, in Beverly Hills, California. And she loves the job.

This process can be used by almost anyone, whatever your career. After completing the worksheet, you'll have a mission.

You'll have the name of a flesh-and-blood person who can help you take the next step in achieving that mission. And you'll have one, or perhaps several, ways to reach out to that person.

The purpose of this exercise is to show that there is a process, a system if you will, involved in building a network. It's not magical; it's not reserved for a select few born with an inherent gift for being social. Connecting with others really just involves having a predetermined plan and carrying it out, whether you want to be a ninth-grade history teacher or start your own business.

Moreover, you can apply the worksheet to every aspect of your life: to expand your network of friends, further your education, find a lifelong partner, and search for spiritual guidance.

Once you have your plan, post it in a place (or places) where you will see it on a regular basis. Share your goals with others. This is very powerful and perhaps one of the most rewarding aspects of having clear goals—there are hidden opportunities waiting to be accessed in everyone if you just tell them what you want.

Fill this sheet out now, before going on to the next chapter. I like to keep some variation of it in my Palm to remind myself regularly what I need to be accomplishing, and whom I need to reach out to. A few years ago, I laminated a small version of the sheet and kept it in my wallet.

But your goals must be in writing. Have the conviction to put your intentions to paper. An unwritten wish is just a dream. In writing, it's a commitment, a goal.

Here are a few other criteria to consider when filling out your

Networking Action Plan, or NAP:

• Your goals must be specific. Vague, sweeping goals are too broad to be acted upon. They must be concrete and detailed. Know what steps you'll take to achieve your goal, the date by which it will be accomplished, and the measurement you'll use to gauge whether you've achieved the goal or not. I tell my salespeople that setting a goal like "I'm going to have my best quarter ever" is not enough. Will they make $100,000 or $500,000?