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Set specific improvement targets for each strategic imperative.
The clearer the target, the surer the aim. Setting concrete measurable goals for improvement, turns the rhetoric into reality. Improvement goals should be absolute targets for example, actual number of dissatisfied customersnever as percentages.
Percentages allow you to turn problems into impersonal statistics. Real numbers force you to think about the actual number of dissatisfied customers, defects, etc. Each member of your team then sets three or four personal or team goals or objectives that flow directly out of your strategic imperatives for their area of responsibility.
They also establish measurements for each of their goals or objectives along with the level of improvement they are shooting for in the next twelve months. This continues throughout the organization until everyone is included. This process can be driven in a traditional top-down way or be quite participative and interactive.
A participative approach is much more difficult to manage and takes a few years to get it rolling smoothly. Using this method, goals, objectives, measurements, and improvement goals are set by the teams that will make them happen. They do this in negotiation with the manager or director they report to.
The manager or director then takes these commitments to peer meetings, who pull everything together and coordinate whether the commitments and planned activities will be enough to help them reach their goals and objectives.
I prefer this much messier, clumsy, and participative process. A key part of this cascading goals and objectives process is the learning, coordination, and communication that happens in regular often quarterly reviews.
Each team meets with the teams or individuals reporting to them. They review progress on the goals and objectives.
The purpose of the meetings is early, joint problem solving and learning. Focus all organizational systems and key processes on your strategic imperatives.
Training, measurements, information systems, improvement teams, human resource systems, and other resource-intensive activities must pass the value-added test; does this work help or hinder movement toward our strategic imperatives?
Intensify and concentrate your improvement process by connecting it to the important and urgent organization issues that are keeping you and your management teams awake at night. Concentrate precious resources on key leverage points. Push yourself and others to set breakthrough objectives and stretch goals.
We can keep doing things the same old way. Targets of ten times improvement force people to break out of their old patterns, habits, and ways of thinking. Big, stretch goals inflame creativity and innovation. Help people fulfill their deep craving to be on a winning team.I set only 5 goals which, coincidentally, meant one goal for each of my priorities.
And as I usually do when I set goals, I put a few action steps in place for each one. See, it’s one thing to say, “I want to lose 10 pounds in the next three months.”. Priorities help you reach goals.
Once you’ve set a goal, you have to set your priorities for reaching that goal. Here’s how that played out with the remodel. In order to establish an appropriate priority list, you first need to set your goals. Most business owners, whether of a small business or large corporation, will set up a strategy planning session before the end of each year in order to set up this list.
Pathways and Pitfalls to Setting Organizational Goals and Priorities “Concentration — that is, the courage to impose on time and events his own decision as to what really matters and comes first — is the executive’s only hope of becoming the master of time and events.”.
Setting priorities also helps you to avoid becoming overwhelmed if you have multiple goals you are trying to reach. Planning Once you know your goals and priorities, you can establish a clear path.
Want to set priorities that truly align with your goals and objectives? This is the right guide for you!
You already know that you need to set the right goals and work towards them. What you’re lacking is the practical knowledge and efficient methods to create your action plan.