Setting goals can be a complex and painful process: do it correctly and you will have a commitment and a clear starting base to be monitored; do it the wrong way and you risk to loose control on your team. The wider the team, more complex will be.
I firmly believe it is very important, not only when evaluating people but also when defining team activities, to define common goals and measure them correctly: this is the only way to keep in touch with reality and stimulate our team members. But is not a clean run all the times.
So here are some hints you can use.
Methodology is not optional
Which goal setting framework? Many of us work with our clients to set goals that are specific, measurable, achievable, relevant, and time-bound. The objectives set in this way allow for more detailed objectives to be articulated and therefore easier to monitor.
So why don’t we use the same approach for ourselves? Each leader should find the methodology that fits in its case; no matter which one is fundamental to use one. There are many other goal setting schemes that can be applied but the SMART approach is perhaps the simplest and most straightforward to understand and apply.
Motivation is not a given
Remember that motivation is essential: regardless of the goal-setting methodology you will use, it is important to explore with our team as we do with clients the issue of motivation. Just do not think that motivated people will come without pain simply because you indicated the goal: once you set where you want to arrive work with determination in finding out and pursuing what keeps your people motivated.
Good things come in priority
Don’t expect everything to be achieved at once. The key factor to make goals effective is to put them in the right order and under the correct priority. Goals can change dramatically based on the time frame provided. Is it a short, medium or long term goal? When setting goals, it can be challenging to always work on short-term goals that create quick wins, but many run the risk of turning into a simple “todo list check” task and losing what “achievement” really means. It is important to support our employees in linking personal and team goals and the reasons behind them. And you as a leader have an incredibly powerful tool in your hands: deciding priorities.
No hidden objectives
Focus on keeping the information where it should be (not everybody needs to know everything) but be sure to have all goals visible to your people. This is key to avoid the surprise effect where you achieve your goals and then discover there’s something not declared. And if you want to have control on them track the progress so that people can correct the trajectory: continuous feedback is fundamental.
Keep everyone accountable both individually and as a group
Accountability is everything and relates to us as individuals and as a team. Who will be responsible for the objective and the related activities? You? Others? A blend? To achieve this, what do people need to say yes to? Not to? What kind of support is needed?
Recognise the achievement
Recognising goal achievement is important. Take the time to do it, will create not only a sense of achievement but a “spring” effect that will enable further challenges and will tell people that this was the right thing to be done.
