3 tips for achieving—and not just setting—goals

A: “My goal is for my business to win more new clients.” 

B: “My goal is for my business to take on 12 new clients by June 30th next year.” 

Which of the above goals is more likely to be achieved? 

If you chose B, you’d be right. It shows serious intent about achieving a goal by placing numbers and dates on it. If you chose A – well, hopefully by the end of this article you will have changed your mind. 

So, what are the goals for your business in the next 30, 90, 365 days? And how can you go about setting goals that are more likely to be achieved? 

With the turn of the year or during a slower period in business, it’s a good idea to take stock of where you are now, recalibrate, and set new goals for where you want to be. 

But whether you actually achieve those goals will depend largely on whether you are doing three things that many business owners are not currently doing… 

If you’re not following the three guidelines revealed below, your so-called ‘goals’ may simply be a collection of wishes. 

The difference between wishes and goals 

Non-specific goals that are not written down and cannot be broken down into definite actions are essentially wishes. 


Wishes are fine – for children. They can be wild and wacky, unbound by logic. But they should occupy no space in the minds of business owners. It’s no use saying: 


“I wish my business could achieve a million-dollar turnover.” 

“I wish my business had more competent sales staff.” 

“I wish my business had fewer competitors.” 


If you haven’t set proper goals, you are pinning your hopes on wishes. You can’t plan your business around them. You can’t commit to them. 


When asked what their goals are, almost everyone will say “I want to be happy, healthy, and prosperous.” This is fine and sounds good on a New Year’s greeting card - but they are general wishes rather than actual goals. 


Similarly, almost all businesses want to either increase revenue or reduce costs; or both. These are not goals either. They are just business realities. 


Well-considered goals should be the basis of every business plan. They create the foundation of your work activities over the coming days, weeks, and months. They are what spur the necessary actions. They should shape your daily activities and provide the direction for where your business is heading. 


You commit to making them happen and this commitment needs to be taken seriously. 


Shape your goals correctly and all this is possible. By committing to doing the three things outlined below, you will start creating actionable, achievable goals that help your business to thrive… 

1. Create S.M.A.R.T. goals 

There is a lot of information out there on goal setting. You can go and try to read it all or you can cut to the chase. 

Make SMART goals: that’s not just a convenient or clever name. It’s a really simple acronym to remember and apply every time you create a goal.


It means the following: 


  • SPECIFIC – your goal should be no longer than 15 words and be aimed at something very specific;
  • MEASURABLE – you must know when you’ve achieved your goal: that means you need to make it measurable by including numbers;
  • ACHIEVABLE – make sure that the goal can be achieved in the timeframe you set (see the final point);
  • REALISTIC – make sure you have the right tools and resources to complete the goal;
  • TIMED – include actual dates rather than a timespan. With a date, you are more likely to commit and work towards that specific day and take the action necessary.



Simply by focusing on the above with every goal you set, they will be easier to commit to and to achieve.

But there are two other guidelines you should follow to really create perfect goals…


2. Write each goal down 

If you did a snap survey of the population and asked them what their written goals were, most would stare back blankly at you. Around one percent might be able to show you a set of written goals. 



With business owners, they might pull out a business plan…but unless that includes a set of goals that are clearly defined, specific, measurable, achievable, realistic, and timed, they are also falling short. 


Those who write down their goals have over an 80 percent higher success rate of achieving them than those who don’t. 


In a much-referenced Harvard Business School study of MBA students in 1979, it was found that three percent of the class had both written goals and a plan. When they were resurveyed 10 years later, this three percent was making ten times more than the remaining 97 percent of the class! 


The bottom line is that to be truly effective, goals must be written. Only then will you commit to the necessary actions. 

3. Focus on the activity – not the goal 

If you’re a rugby union player lining up a conversion kick after a try, is it best to focus on the scoreboard or the goalposts? 


Ultimately, the goal is to win the match by getting the highest amount of points on the scoreboard. However, if you focus on that (the end goal) you’ll miss the kick…and be less likely to achieve the end goal! 


To achieve a goal, you need to focus your sights on the specific actions necessary to complete it. Only then will you kick the goals. 


Now apply this to your own business: break each goal down until all that is left is the action required. 


For instance, say it’s the end of December now. If your main goal is to generate 10 new sales by 30th March, what does that mean in terms of activity? 


When you consider the end goal, that may seem tough; a real challenge. 


But start breaking it down: 


  • How many proposals do you have to write to get 10 sales? 40?
  • How many sales meetings do you need to have to generate 40 proposals: 80?
  • How many calls do you need to make to set up 80 meetings: 240?
  • How many business days are there between now and the target goal date: 80?
  • How many calls do you need to make each business day to arrange meetings: 3? 


The goal that once seemed so far off (10 new sales) now seems far more achievable because you know the precise daily action required to accomplish it: three calls to prospects per day is not scary at all. And you know that by taking this activity, you will reach your target. 


See how this works? 


Remember – without following the three guidelines above, your so-called ‘goals’ may be no more than wishes. 

By setting real goals you have positive, purposeful, reachable signposts for the future of your business; rather than simply being reactive, you are in control of your own direction and destiny. 



This is important stuff! Follow the steps outlined and you can make a big difference to your business in a relatively short space of time - if you are prepared to commit to the actions.



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March 13, 2026
At Ascent Property Co and Ascent Accountants, we know that in a competitive real estate market, how you structure your offer is just as important as the price you're willing to pay. While "cash is king" is an old adage, in property, it’s all about the certainty it provides. Here is everything you need to know about navigating cash offers to secure your next home or investment. How a "cash offer" actually works. There is a common misconception that a cash offer requires a literal suitcase of money. In reality, a cash sale simply describes an offer where the finance clause is removed from the contract. By signing a contract stating the finance clause is not applicable, you are making an unconditional offer. It doesn't necessarily mean the money is sitting in a transaction account today; it means you are waiving the right to walk away if a bank denies a loan. You are declaring you have guaranteed access to the funds required for settlement. The legal process of selling for cash is identical to a standard sale, minus the 21–28 day waiting period usually required for finance approval. Why sellers prioritise cash offers. Sellers are often motivated by more than just the highest number. Many will accept a lower purchase price if the offer is cash. Sellers love cash offers because they remove the "finance fallback". There’s no anxiety over whether a buyer’s bank valuation will come in short or if their loan will be rejected. Plus, without a finance clause, the sale process is hastened. Buyers can often move in sooner, which is a major draw for sellers looking for a quick transition. In a multi-offer situation, a cash unconditional offer acts as a point of difference, making your bid significantly stronger than those subject to finance. Preparing your cash offer. Because a cash offer removes your safety net, being organised is non-negotiable. Experienced purchasers—such as repeat buyers and savvy investors—often use this strategy because they have prepared their financial position in advance. Verify your liquidity . Before waiving the clause, ensure your funds (whether from a previous sale, equity, or private wealth) are ready for settlement. Assess the risks . The risks of a cash offer are the same as a financed offer after approval—the primary danger is defaulting on the contract. Build agent trust . Agents cannot legally demand to see your bank statements, so they rely on professional judgment to determine if an offer is genuine. Presenting yourself as a serious, organised buyer is key. Ready to make your move? Whether you need to review your tax structures for an investment or want to discuss the logistics of an unconditional offer, Ascent Property Co and Ascent Accountants are here to help succeed.
March 13, 2026
If you claim work-related car expenses using the logbook method, keeping an accurate and up-to-date logbook is essential. Many taxpayers assume a logbook automatically lasts five years but that’s not always the case. Changes in your work, travel patterns, or vehicle can mean it’s time to complete a new 12-week logbook sooner than expected. Here’s what you need to know. How long does a vehicle logbook last? Under guidance from the Australian Taxation Office (ATO), a valid logbook can generally be used for up to five years. During that period, the logbook establishes your work-related percentage of vehicle use, which is then applied to your total car expenses when calculating your deduction. However, that five-year period only applies if your work-related driving patterns remain substantially the same. If your circumstances change, you may need to complete a new 12-week logbook earlier. When you need to start a new logbook. A new logbook should be kept if your current one no longer accurately represents how you use your vehicle for work. Common situations where this happens include: Changing jobs . If you move to a different role or employer and your driving habits change. Moving house or workplace . A new home or work location can significantly alter your work travel patterns. Changes to work duties . For example, if your role now requires more (or less) travel than before. If these changes affect the way you use your car for work, your existing logbook may no longer be valid. New car, same logbook (maybe). If you purchase a new vehicle, you may still be able to rely on the logbook from your previous car, but there are conditions. You must make a written nomination before lodging your tax return stating: You are replacing your original vehicle with a new one. The date the new car replaces the old one. This allows you to apply the same business-use percentage to the new vehicle without completing another 12-week logbook. Records you need to keep. When using the logbook method, it’s not just the logbook itself that matters. The ATO requires you to keep records for all car expenses, including: Odometer readings at the start and end of the financial year. Purchase documents or lease agreements. Fuel or charging costs. Registration and insurance. Servicing, repairs and tyres. These records support your claim and ensure your deduction can be substantiated if required. One logbook per car. If you use more than one vehicle for work, each car must have its own logbook, and the logbook periods should cover the same timeframe. This helps ensure your work-use percentage is calculated correctly for each vehicle. A note on employer-provided vehicles. If your employer provides you with a car, or you salary-sacrifice a vehicle through a novated lease, you generally cannot claim car expenses using either the logbook or cents-per-kilometre method. This is because the vehicle is not considered to be owned or leased by you personally for tax purposes. Instead of claiming deductions personally, the tax treatment typically happens through Fringe Benefits Tax (FBT) and your salary package. Because these arrangements can vary significantly, it’s worth getting advice to make sure your vehicle setup is tax-effective and compliant. Need help with car expense claims? Keeping proper records and understanding when to update your logbook can make a significant difference at tax time. Claiming the right amount (with the documentation to support it) helps avoid problems later. If you’re unsure whether your current logbook is still valid, it may be worth reviewing your circumstances before lodging your next return. The team at Ascent Accountants can help you ensure your car expense claims are accurate, compliant, and working in your favour. Talk to us today.
March 13, 2026
Choosing the right business structure is one of the first and most important decisions a small business owner will make. The structure you choose affects how your business is taxed, how much paperwork you deal with, your level of personal risk, and even how easily you can grow in the future. In Australia, the most commonly used business structures are: Sole traders. Partnerships. Companies. Unit trusts. Family trusts. Each structure works differently and has its own advantages and responsibilities. Understanding the differences can help you choose the structure that best suits your business goals. 1. Sole trader A sole trader is the simplest and most common structure for small businesses. As a sole trader, you operate and control the business yourself, even if you employ staff. The business and the owner are legally the same entity. This means the business income is treated as your personal income for tax purposes. Simple and inexpensive to set up. Minimal legal and tax formalities. Full control over decision-making. You keep all profits after tax. Straightforward reporting through your personal tax return. Things to consider. You are personally responsible for all business debts. Personal assets (such as your home or vehicle) may be at risk if the business cannot pay its debts. Access to finance can be more limited. Tax is paid at your personal marginal tax rate, which may become higher as profits grow. There are fewer tax planning opportunities compared to other structures. Tax & reporting Sole traders report business income and expenses in their individual tax return and pay tax at individual tax rates. 2. Partnerships A partnership is when two or more people or entities operate a business together and share income, responsibilities, and decision-making. Partners run the business together and share profits or losses according to the partnership agreement. The partnership itself does not pay tax, but it must lodge an annual partnership tax return. 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Limited liability—shareholders are generally not personally responsible for company debts. A company can continue even if ownership changes. Greater access to finance and investment opportunities. A flat company tax rate (currently 25% for eligible small businesses). A more professional structure for larger operations. Things to consider. Higher setup and ongoing administrative costs. More complex compliance requirements. Directors must meet legal obligations. Money earned by the company belongs to the company, not the owners personally. Tax & reporting. Companies lodge an annual company tax return and pay tax on profits at the company tax rate. Owners can access company profits through wages, director fees, or dividends. 4. Trusts A trust is a structure where a trustee manages assets or a business for the benefit of beneficiaries. The trustee can be an individual or a company. Two common types used by small businesses are family (discretionary) trusts and unit trusts. The trustee runs the business and distributes income to beneficiaries. In discretionary trusts, the trustee decides how profits are distributed each year. Strong asset protection compared to sole traders and partnerships. Flexibility in distributing income to beneficiaries. Potential tax planning opportunities. Beneficiaries are generally not liable for trust debts. Things to consider. More complex to establish and manage. Higher setup and administration costs. The trust must operate according to the trust deed. Losses cannot be distributed to beneficiaries. Undistributed income may be taxed at very high rates. Tax & reporting. Most discretionary trusts do not pay tax themselves. Instead, income is distributed to beneficiaries, who pay tax at their own marginal tax rates. Risk, administration & growth considerations. When comparing structures, three major factors usually matter most for small business owners. Risk & asset protection. Sole traders and partnerships expose personal assets to business debts. Companies and trusts can provide greater separation between personal and business assets. Administration & compliance. Sole traders and partnerships have minimal reporting requirements. Companies and trusts require more documentation, annual returns, and ongoing compliance. Growth & tax planning. Companies and trusts often provide more flexibility for tax planning, investment, and expansion. They can also make it easier to bring in partners or investors. Need help deciding which structure is right for your business? Many businesses start as sole traders and later transition to a company or trust structure as they grow. However, there is no single “best” structure—it depends on your business goals, risk tolerance, expected profits, and future plans. Getting professional advice from Ascent Accountants early can help you choose the structure that saves you tax, protects your assets, and supports your long-term plans. 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February 13, 2026
Starting a business is an exciting milestone, but the paperwork can quickly become overwhelming. At Ascent Accountants, we often see new business owners get caught in the "registration trap"—either registering for everything at once (and creating unnecessary admin) or missing critical deadlines that lead to penalties. Knowing which registrations are mandatory and which are optional depends on your business structure, turnover, and whether you have a team. Here is our high-level guide to the essential registrations you need to consider. 1. The Foundations ABN & TFN. Australian Business Number (ABN): Your ABN is your business’s unique 11-digit identifier. While not strictly compulsory for everyone , you almost certainly need one. Without an ABN, other businesses must withhold 47% of any payments they make to you. Tax File Number (TFN): Sole Traders: You use your personal TFN. Companies, Partnerships, and Trusts: You must apply for a separate business TFN. 2. Tax Registrations (ATO) Goods and Services Tax (GST): You must register for GST if your business has a GST turnover of $75,000 or more ($150,000 for non-profits). If you drive a taxi or provide ride-sourcing services (like Uber), you must register regardless of your turnover. Fuel Tax Credits: If your business uses fuel in heavy vehicles, machinery, or for other eligible activities, you can claim a credit for the excise or customs duty included in the price. Note: You must be registered for GST before you can register for Fuel Tax Credits. 3. Employer obligations when hiring a team. If you’re moving from a "solo-preneur" to an employer, your registration requirements change significantly: PAYG withholding: You must register for Pay As You Go (PAYG) withholding before you make your first payment to employees or certain contractors. This allows you to withhold tax from their wages and send it to the ATO. Superannuation: You don't "register" for super in the traditional sense, but you have a legal obligation to pay the Superannuation Guarantee (currently 12% on July 1, 2025) for eligible employees. We recommend setting up a Superannuation Clearing House to streamline these payments. On 1st July 2026, super will be required to be paid each payday. Workers’ compensation insurance: This is a mandatory insurance policy for almost all employers in Australia. It protects you and your employees in the event of a work-related injury. Each state has different rules; for example, in WA, you must have a policy if you employ anyone defined as a "worker." 4. Business Identity: ASIC If you want to trade under anything other than your own legal name (e.g., "John Smith" vs. "Smith’s Landscaping"), you must register the name with the Australian Securities and Investments Commission (ASIC). Our advice? Don’t over-register too early. We often see clients register for GST before they reach the $75k threshold. While this allows you to claim GST credits on your setup costs, it also means you must lodge regular Business Activity Statements (BAS). Speak with us before you hit "submit" on your registrations. We can help you determine the most tax-effective timing for your specific situation. Contact the team today.
February 13, 2026
When you find your dream home, the process often feels like a whirlwind of inspections, mortgage documents, and packing boxes. Most buyers are diligent about checking for termites or structural cracks, but there is one significant risk that a physical inspection can’t uncover: legal defects in the property’s title. When it comes to real estate, one of the most effective ways to safeguard your equity is through Title Insurance. What is title insurance? Unlike standard home and contents insurance—which covers future events like fires, storms, or theft—Title Insurance is a specialised policy that protects you against existing but unknown legal risks that occurred before you bought the property. It is a one-off premium paid at the time of settlement that provides cover for as long as you own the home. Despite its value, statistics suggest only about 50% of buyers currently opt-in. How it works: real-world scenarios. Title insurance steps in when "discrepancies" surface after you’ve already moved in. Here are the most common ways it protects you: Illegal building work & conversions: It’s common to find a garage that was converted into a bedroom or a deck built without council approval. If the local council discovers this later and demands you bring it up to code or demolish it, Title Insurance can cover the legal and construction costs. Boundary & encroachment issues: Imagine discovering your fence, garage, or driveway is actually sitting on your neighbour’s land or Crown land. The cost of surveys, new building plans, and reconstruction can be staggering. Title insurance handles these expenses. Unpaid rates or taxes: If the previous owner left behind land tax or council rate debts that weren't discovered during settlement, the policy can cover these outstanding costs. Planning & zoning violations: Protection against loss if you cannot live in the house because it doesn't comply with local zoning laws. Is it worth It? These problems often stay hidden for years. You might buy a house that looks perfect, only to find out it has issues when you apply for your own renovation permits. For a relatively low, one-time fee, Title Insurance offers "peace of mind for your purchase." However, it is not a substitute for due diligence. Before you sign: Consult your conveyancer: They can help you finalise the policy during the settlement process. Research the provider: Ensure the company has a strong history of payouts and longevity in the market. Review the coverage: Understand what is specific to your property type (e.g., strata vs. green title). The Ascent perspective. From a financial planning standpoint, an unexpected $20,000 council-ordered demolition or a boundary dispute can derail your investment strategy. Title insurance is a small price to pay to ensure your property remains a secure asset rather than a legal liability. Are you planning a property purchase? Talk to the team at Ascent Property Co and Ascent Accountants to ensure your tax and financial structures are as solid as the roof over your head.
February 13, 2026
From 1 July 2026, the way employers make superannuation guarantee (SG) contributions will change. The Australian Taxation Office (ATO) has introduced Payday Super . This reform requires employers to pay super at the same time they pay employees’ wages. This is a significant update to the timing of super payments, and it’s important that your payroll processes and software are prepared well before the new rules commence. For full details, including eligibility and exceptions, see the ATO’s information on Payday Super. Key changes. Current requirements. Under the existing system, employers can make Super Guarantee payments to an employee’s fund up to 28 days after the end of the quarter. SG can be paid quarterly or more frequently (for example, monthly), and the current quarterly due dates are 28 October, 28 January, 28 April, 28 July. From 1 July 2026 Under the new Payday Super regime, Super Guarantee payments must be paid to an employee’s super fund at the same time as paying qualifying earnings (QE) — that is, on the employee’s payday . The payment must be received by the super fund within 7 business days of payday. There are limited exceptions to this 7-day deadline, such as for new employees. What you should do now. To ensure compliance with the new requirements, we recommend the following steps: 1. Review your payroll software and processes Confirm that your current systems can support on-payday super payments. If updates or changes are required, plan for implementation well in advance of July 2026. 2. Adjust internal procedures Update payroll calendars and workflows to align with the new payment timing, and ensure responsibilities and deadlines within your team are clear. 3. Seek advice if needed If you are unsure how the changes affect your business, or if your current setup requires modification, please contact us! We are here to help. 4. Review business cashflow. Ensure that the business cashflow will allow you to pay the superannuation on time, each payday. If not, you’ll need to put plans in place. We’re here to support you. These changes will affect all employers with staff and will require planning and preparation. If you have any questions or need assistance reviewing your systems and processes, please get in touch with the Ascent team.
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