1/11/2017 GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD WHY? PERSONAL AND GROUP

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1 GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD ENDLESS OPTIONS FOR SECONDARY INCOME INCREDIBLY TIME-CHALLENGED ARE LESS LOYAL THAN IN ANY TIME IN OUR HISTORY A SHORT ATTENTION SPAN WANT SUCCESS TO BE IMMEDIATE AND EASY WIRED TO JUMP SHIP AT THE FIRST SIGN OF INCONVENIENCE GOALS WILL HELP THEM STAY FOCUSED. FOLLOW-UP WITH THEM, STAY IN CONTACT JUMP ACROSS THE OBSTACLES FROM START TO SUCCESS POINT WITHOUT FEAR OF FAILURES. TAKING RISK IN ORDER TO SUCCESS OR ACHIEVE GOALS WHY? PERSONAL AND GROUP SHARE YOUR WHY (GOALS) WITH YOUR TEAM/ THIS WILL GIVE THEM DIRECTION CREATE A VISION (DETAIL IT AS MUCH AS POSSIBLE) IF YOUR TEAM MEMBERS HAVEN T ESTABLISHED THEIR WHY HAVE THEM DO SO. THIS WILL HELP THEM FOCUS ON THEIR PERSONAL AND GROUP GOALS WHAT DO YOU WANT TO ACHIEVE IN THE NEXT YEAR? (LEVEL CHANGE/ I-INSPIRE/ NEW BA S/ NEW MANAGERS ) 1

2 THE IMPORTANCE OF SETTING GOALS TOP-LEVEL ATHLETES, SUCCESSFUL BUSINESS PEOPLE AND ACHIEVERS IN ALL FIELDS ALL SET GOALS SETTING GOALS GIVES YOU LONG-TERM VISION AND SHORT-TERM MOTIVATION HELPS YOU TO ORGANIZE YOUR TIME AND YOUR RESOURCES SO THAT YOU CAN MAKE THEMOST OF YOUR LIFE SHARE YOUR GOAL(S) WITH EVERYONE WILL KEEP YOU ACCOUNTABLE WHEN IS THE RIGHT TIME TO SET A GOAL? TIMING IS EVERYTHING. GET STARTED AS QUICKLY AS POSSIBLE. MANY PEOPLE ARE MORE LIKELY TO SET GOALS AFTER AN EVENT, THE FIRST OF THE MONTH STOP WAITING! TAKE ACTION TODAY AND GET YOUR TEAM INVOLVED SUCCESSFUL GOALS START WITH A STRONG COMMITMENT TO MAKE A CHANGE. TO SUCCEED, YOU MUST BELIEVE THAT YOU CAN ACCOMPLISH WHAT YOU SET OUT TO ACHIEVE A SURVEY OF SMALL BUSINESS OWNERS FOUND THAT MORE THAN 80% DON T TRACK THEIR BUSINESS GOALS AND 77% OF LEADERS DIDN T ACHIEVE THEIR COMPANY VISION EITHER SETTING TEAM GOALS AND ULTIMATELY TEAM MEMBER GOALS HELPS GIVE YOUR TEAM PURPOSE ALONG WITH CHEKPOINTS FOR MEASURING SUCCESS IT SHOULD BE IN AN PLAIN/EASY LANGUAGE AND SHOULD INCLUDE: The reason for your team Your team s unique value added Your team s core business activity A focus for your team The team purpose Don't leave your choice of goal (s) to the last minute take time to think about your goals. If you don't, you risk reacting to your current environment and missing the big picture Do these goals correspond with other factors in my life, such as my values and long-term plans? 2

3 GOALS FOR YOUR TEAM ARE CRITICAL TO SUCCESS Goals will: Serve as a road map for the team Identify the results to be achieved Outline the action required to accomplish results The first thing you ll need to do to set goals is to have a team brainstorming session to answer the question, What does success look like for our team? Then take that list and turn the items into meaningful team goals You should have long term and short term goals for/ with your team. And don t make the mistake of taking on too many goals at a time. Three to five is plenty. Any more than that and you ll overwhelm your team and get nothing accomplished Break down those team goals into small, manageable pieces tied to team member accountability Set up a schedule for regular check ins to make sure each team member is achieving what is expected WHO, WHAT, WHEN, HOW AND CONDITIONS: Who: A goal needs to have exactly who is accountable for achieving it (If it s a personal goal, that s easy. It s likely you. Goals that involve many people need two things: 1) group consensus so that everyone is moving in the same direction, and 2) a driver- so that the goal keeps moving forward). Roles need to be set so that the right people are contributing to key projects. How can you ensure that they are aligned with the needs of the initiative? What information do they need to be successful in their role? What: What exactly needs to be done to achieve the goal? When: When does the goal need to be accomplished by? How: Expectations must be clearly stated for how the goal should be accomplished Conditions: Are there conditions that need to be taken into account to achieve the goal Identify objectives and establish benchmarks to track your success. This keeps everyone focused on the achievable tasks that can be accomplished in the short term, rather than focusing on the big picture which might seem difficult and unachievable. Celebrate the small victories each week Can everyone view the objectives? Leaders must paint a picture of success with clearly communicated objectives that everyone can visualize and understand. People receive messages and interpret words differently. Don t use a one size fits all approach to your messaging. Keep frequency of message in mind, too, to help keep the goal top of mind Are objectives aligned? To increase success rate, make sure there is alignment between personal, team, and organizational objectives Does everyone know their next step? Divide the steps down into smaller and more manageable daily, weekly, and monthly tasks, and create a regular check-in system to gauge progress GOAL SETTING DECIDE ON A STRATEGY TO ACHIEVE YOUR GOAL SUPPORT YOUR STRATEGY WITH ACTION STEPS WRITE AN AFFIRMATION IDENTIFY THE SUPPORT YOU NEED IDENTIFY OBSTACLES / COMMITMENT 3

4 CHARACTERISTICS OF GOOD GOALS THEY ARE YOURS AND YOUR TEAM THEY ARE WRITTEN THEY ARE COMPATIBLE THEY ARE S.M.A.R.T - S.M.A.R.T GOALS ARE: S- SPECIFIC M- MEASURABLE A- ACHIEVABLE R- REALISTIC T- TIME STUDIES SHOW THAT SETTING SPECIFIC, CHALLENGING AND OBTAINABLE GOALS ENHANCES PERFORMANCE WRITING DOWN GOALS YOU AND YOUR TEAM, MUST ALWAYS BE ABLE TO SEE THEM AND REFER TO THEM. BREAK THEM DOWN AND SET THEM BY PRIORITY. THIS CRYSTALLIZES THEM AND GIVES THEM MORE FORCE WRITING DOWN YOUR GOALS, GIVES YOU AN 80% HIGHER CHANCE OF ACHIEVING THEM BEFORE YOU WRITE THEM DOWN IT S JUST A WISH. ON AVERAGE A PERSON HAS ABOUT 35 THOUGHTS A MINUTE. IF GOALS ARE ONLY IN YOUR MIND, HOW WILL YOU SHARE THEM WITH YOUR TEAM AND MAKE THEM ACHIEVABLE? BULLSEYE/OUTER-RIM GOALS ESTABLISH TARGET GOALS: DECIDE ON THE ULTIMATE ACHIEVEMENT AM I OUT OF MY COMFORT ZONE? - A BULLSEYE GOAL IS ACHIEVING EXACTLY WHAT YOU PLANNED FOR - AN OUTER-RIM IS YOUR NO MATTER WHAT GOAL. YOU WON T SETTLE FOR LESS THAN THIS CHALLENGING GOALS LEAD TO HIGHER PERFORMANCE, AS OPPOSED TO EASY GOALS. WHEN THE GOAL IS BEYOND REACHABLE IT ACTS AS A DE-MOTIVATOR. GOALS MUST FALL BETWEEN THESE 2 FACTORS 4

5 WHAT HAPPENS WHEN YOU SET GOALS? Create your "big picture" of what you want to do ( over, the next years), and identify the large-scale goals that you want to achieve Then, you break these down into the smaller and smaller targets that you must hit to reach your lifetime goals Finally, once you have your plan, you start working on it to achieve these goals This is why we start the process of setting goals by looking at your lifetime goals. Then, we work down to the things that you can do in, say, the next five years, then next year, next month, next week, and today, to start moving towards them By setting sharp, clearly defined goals, you can measure and take pride in the achievement of those goals, and you'll see forward progress in what might previously have seemed a long pointless grind You will also raise your confidence as you recognize your own ability and competence in achieving the goals that you've set SETTING EFFECTIVE AND ACHIEVABLE GOALS State each goal as a positive statement Express your goals positively Be precise- Set precise goals, putting in dates, times and amounts so that you can measure achievement. If you do this, you'll know exactly when you and your team have achieved the goal, and can take complete satisfaction from having achieved it Set priorities When you have several goals, give each a priority. This helps you to avoid feeling overwhelmed by having too many goals, and helps to direct your attention to the most important ones Keep goals small Keep the low-level goals that you're working towards small and achievable. If a goal is too large, then it can seem that you are not making progress towards it. Keeping goals small and incremental gives more opportunities for reward SETTING EFFECTIVE AND ACHIEVABLE GOALS Set performance goals, not outcome goals You should take care to set goals over which you have as much control as possible. It can be quite dispiriting to fail to achieve a personal goal for reasons beyond your control! Set realistic goals It's important to set goals that you can achieve. All sorts of people can set unrealistic goals for you. They will often do this if they don t know what your desires and ambitions are It's also possible to set goals that are too difficult because you and your team might not know how or are ready to overcome the obstacles in the way, or understand quite how much skill you and your team needs to develop, to achieve a particular level of performance 5

6 GOAL PLANNING WORKSHEET TODAY S DATE MY BULLSEYE GOAL IS: MY OUTER IM GOAL IS: TARGET DATE: PROGRESS CHECK DATES: DATE ACHIEVED: BENEFITS I EXPECT FROM ACHIEVING THIS GOAL: STRATEGIES TO REACH THE GOAL: STRATEGY #1 -ACTIONS STEPS TO ACCOMPLISH STRATEGY STRATEGY #2 - ACTION STEPS TO ACCOMPLISH STRATEGY: AFFIRMATION (POSITIVE) WHO KNOWS ABOUT MY GOAL? WHAT HELP/SUPPORT/TOOLS DO I NEED? OBSTACLES SOLUTIONS REWARD COMMITMENT YOU CAN HAVE A TEAM OF TALENTED, CREATIVE, VISIONARY TEAM MEMBERS AND STILL FIND IT S NOT PERFORMING. WITHIN THAT GROUP COULD RESIDE AN UNDERMINER; SOMEONE WHO IS ACTIVELY WORKING AGAINST THE GROUP S GOALS. IT MIGHT BE BECAUSE THE PERSON IS THREATENED BY THE POSSIBLE SUCCESS OF THE GROUP, FEARS A LOSS OF POWER OR RESOURCES, DOESN T TRUST THE LEADER, HOLDS CONFLICTING VALUES, OR ANY NUMBER OF REASONS 6

7 TEAM LEADERS SHOULD BE AWARE OF THE FOLLOWING DO S AND DONT S To ensure everyone has an opportunity to contribute, the team leader or manager may need to draw out certain individuals and ask for their input, especially in meetings, or steer particular aspects of a project their way. Do: Listen to everyone Play devil's advocate Propose solutions Prepare a meeting agenda and stay on track Ask open-ended questions Don't: Criticize others' ideas Be overly demanding Enforce your ideas Be a dictator RECOGNIZING COMMITMENT HERE ARE A FEW INDICATORS OF A COMMITTED TEAM OR INDIVIDUAL: ACTIONS ALIGN WITH THE VISION IDEAS AND TACTICS ARE CHALLENGED ACCOUNTABILITY IS UPHELD MEETINGS END WITH CLEAR DECISIONS AND NEXT STEPS IDENTIFIED THE POSSIBILITY OF FAILURE AND OBSTACLES ARE ACKNOWLEDGED, UNDERSTOOD, AND PLANNED FOR INDIVIDUALS ACT AS CHAMPIONS FOR THE TEAM AND FOR THEIR OWN WORK RESULTS ARE ACHIEVED THROUGH CREATIVITY, RESOURCEFULNESS, AND ENERGY RECOGNIZING A LACK OF COMMITMENT BEFORE YOU CAN DEAL WITH A PROBLEM, YOU NEED TO CORRECTLY DIAGNOSE IT. WHAT SIGNS APPEAR IN A TEAM OR FROM AN INDIVIDUAL? THERE WILL MOST LIKELY BE SOME ROAD BLOCKS WHEN WORKING ON ACHIEVING GOALS. TEAM WHEN AN UNCOMMITTED TEAM REPORTS ON PROGRESS, THEY LL SPEAK DISPASSIONATELY, PLACE BLAME, KEEP RETURNING TO TALK ABOUT THEIR NEEDS FOR MORE RESOURCES, MOVE IN MULTIPLE DIRECTIONS, OR ENGAGE IN ENDLESS DEBATE. EVEN THEIR MEASURES OF SUCCESS WILL BE AMBIGUOUS LESS LIKELY TO BE NOTICED IS A SUPERFICIAL ALIGNMENT OF THE TEAM. EVERYONE SEEMS TO BE IN AGREEMENT AND HEADING THE SAME DIRECTION. IT S ONLY WHEN YOU PAY ATTENTION TO SIDE CONVERSATIONS THAT YOU LL SEE THAT THERE S ACTUALLY DISAGREEMENT AND CONFLICT. IF PEOPLE DON T FEEL THAT IT'S SAFE TO QUESTION A TACTIC OR GOAL, THEY AREN T LIKELY TO COMMIT TO IT. IF THEY DON T FEEL THEIR GOAL HAS ANY SIGNIFICANCE, THEY AREN T GOING TO INVEST ENERGY IN CRITIQUING THE TACTICS INVOLVED IN REACHING IT 7

8 RECOGNIZING A LACK OF COMMITMENT INDIVIDUAL IT S PROBABLY EASIER TO IDENTIFY A LACK OF COMMITMENT IN AN INDIVIDUAL. YOU LL NOTICE, ABSENTEEISM, HEAR CYNICAL COMMENTS, EXCUSES, RATIONALIZATION, AND SEE SOME FINGER- POINTING. YOU WON T NOTICE THE PERSON MAKING THE VISION/GOAL/TACTIC THEIRS BY PUTTING SOME INDIVIDUAL MARK UPON IT. YOU WON T HEAR ANY CHAMPIONING OF THE TEAM S WORK OR OTHER TEAM MEMBERS. YOU RE LIKELY TO NOTICE LOTS OF SIDE COMMENTS OR HALLWAY CONVERSATIONS ABOUT THE TEAM. YOU SEE NO SHOW OF CONFIDENCE IN THE TEAM. THE PERSON WILL BE A SEAT WARMER UNLESS A TOPIC TO WHICH THEY ARE COMMITTED IS BROUGHT UP. THE INDIVIDUAL WILL TAKE ON ONLY A MINIMAL AMOUNT OF RESPONSIBILITY OR WORK. PERSONAL GOALS AND AMBITIONS ARE PLACED AHEAD OF THE ENTIRE TEAM IDENTIFYING REASONS FOR A LACK OF COMMITMENT LACK OF TRUST IS A PRIME REASON FOR A LACK OF COMMITMENT. IS THERE A FEAR? DO NEW IDEAS GET SHOT DOWN IMMEDIATELY? IS THERE HISTORICAL OR CURRENT MISMANAGEMENT OF THE TEAM? HISTORICAL RETRIBUTION CAN LEAVE A SCAR THAT TAKES TIME TO HEAL. IF A TEAM OR INDIVIDUAL FEELS LIKE GOOD WORK WAS PUNISHED EVEN ONCE, TRUST HAS BEEN DESTROYED LACK OF ACCOUNTABILITY WILL DISCOURAGE AN ENTIRE TEAM. DOES ALL THE CREDIT FOR INDIVIDUAL OR TEAM EFFORTS ATTRIBUTE ONLY TO THE LEADER? DOES ONE PERSON GET AWAY WITH ACTIONS OR LACK OF ACTION THAT THE OTHER MEMBERS DISAPPROVE OF? DOES IT SEEM LIKE NO ONE NOTICES IF THE TEAM OR INDIVIDUAL DOES THEIR WORK OR NOT? LACK OF A SHARED VISION CAN CONFUSE A TEAM. DOES THE TEAM UNDERSTAND HOW THEIR COLLECTIVE ACTIONS MAKE A DIFFERENCE IN MEETING THE ORGANIZATION S VISION? DO THE MEMBERS UNDERSTAND HOW THEIR INDIVIDUAL CONTRIBUTIONS AFFECT THE TEAM S SUCCESS? ARE THE VISIONS OF THE TEAM AND OF LEADERSHIP ALIGNED? IDENTIFYING REASONS FOR A LACK OF COMMITMENT CONTRADICTORY GOALS ALWAYS FRUSTRATE THOSE RESPONSIBLE FOR MEETING THEM. IS THE TEAM BEING ASKED TO CREATE SOMETHING INEXPENSIVE, HIGH QUALITY, AND QUICKLY PRODUCED? HAVE THEY BEEN INSTRUCTED THAT THEY MUST MEET THE EXPECTATIONS OF MULTIPLE STAKEHOLDERS WHO ARE ALL EQUALLY IMPORTANT? IS THEIR WORK DEFINED WELL ENOUGH? DOES EVERYONE KNOW HOW THEIR SUCCESS IS MEASURED? LACK OF EMPOWERMENT CAN BE DEMOTIVATING. CAN THE TEAM OR INDIVIDUAL INITIATE THE ACTIONS NECESSARY TO REACH THE DESIRED GOALS? 8

9 WHAT IS FOCUS? FOCUS IS YOUR ABILITY TO CENTER YOUR ATTENTION AND ENERGY ON A SPECIFIC TASK, OBJECT, OR ACTIVITY, FOR A SUSTAINED LENGTH OF TIME IT'S OFTEN QUITE SIMPLE TO FOCUS ON SHORT-TERM TASKS AND GOALS, BECAUSE YOU SEE RESULTS QUICKLY, AND THIS HELPS TO KEEP YOUR MOTIVATION LEVELS HIGH. HOWEVER, IT'S MUCH MORE DIFFICULT TO FOCUS ON GOALS THAT MIGHT TAKE MONTHS, YEARS OR DECADES TO REALIZE ONE REASON FOR THIS IS THAT YOU MAY LOSE SIGHT OF WHAT YOU WANT TO ACHIEVE, AND WHY INEVITABLY YOU WILL COME UP AGAINST CHALLENGES AND ROAD BLOCKS ALONG THE WAY; HOWEVER BY PLANNING AHEAD, YOU WILL BE BETTER PLACED TO NEGOTIATE THESE EASILY, RATHER THAN STUMBLE AND QUIT BALANCE YOUR FOCUS. YOU KNOW THE SAYING, KEEP YOUR EYES ON THE PRIZE? WELL IT S TOTALLY APPLICABLE HERE. IF YOU DON T REMAIN FOCUSED ON A GOAL YOU RE NOT AS LIKELY TO ACHIEVE IT. BUT, SOMETIMES NEW AND BETTER SOLUTIONS WILL PRESENT THEMSELVES, AND IN 365 DAYS, ADDITIONAL OPTIONS ARE BOUND TO POP UP. REMAIN OPEN TO THEM, WEIGH THE OPTIONS, AND MOVE FORWARD WITH THE ONE THAT MAKES THE MOST SENSE, EVEN IF IT S NOT THE ORIGINAL GOAL 9