How it happened I hardly know but here we are at the beginning of April. That means first quarter is over. How are those goals coming?
Have you checked your progress recently?
Do you know where you filed them?
Are they still valid?
Are they still realistic?
Did you implement the tools to measure them?
Were they measurable to begin with?
Are you happy with the progress?
Are you ready to celebrate your successes?
Where are your targets and goals for second quarter?
Are they specific, measurable, attainable, realistic and time limited? (SMART)
Have you set up the tools to measure your progress?
Have you set up a review date?
Have you planned your celebration?
Have you shared the goals and your progress with your staff?
Is everyone focusing on the same organizational goals?
See you next quarter!
Showing posts with label Managing Strategic Goals. Show all posts
Showing posts with label Managing Strategic Goals. Show all posts
Wednesday, April 1, 2009
Monday, December 8, 2008
Top 5 Series - Actions to Meet your Goals
Your picking up a theme here? That's right; end of the year and its time to make sure this time next year you have completed your goals for 2009. Here are strategies to make your success more likely:
- Keep your eye on the end result. Whatever your goal is, make sure you can see it, taste it, feel it, hear it. Make sure you can articulate it, really, really well. The more real it becomes for you the more likely it is you will make it a reality.
- Break your goal into steps. Regardless of how long it will take to meet your goal, break it down into bite size steps along the way. This will give you more chances to recognize your success and celebrate.
- Write the goal(s) down. Write it or them as clearly and concisely as possible making sure they meet the SMART criteria of specific, measurable, attainable, realistic and time limited.
- Get your intention to level 10 on a scale of 1 - 10 (with 1 the lowest level). If your intention is not up at the 10 level, you may be inclined to give up or back away from your goal everytime you meet with adversity. What does it take to get to level 10? You decide. Often it includes getting support and help to keep you accountable to yourself e.g. a coach. It might be sharing your goal with a boss or friend who will help to keep you accountable.
- Celebrate your successes! Everytime you meet a milestone, celebrate. You are on your path to success.
Thursday, October 30, 2008
Wednesday, October 29, 2008
Strategic Goals Revisited
The Hallowe'en gools are around the corner and third quarter is history. And then there's this thing called the global economy and those volatility indicators.
You can't stop the Hallowe'en loot or make time stand still. November 1 will arrive this Saturday whether or not you have been tracking progess on your strategic goals this year. Nor do you have much control over the global economic factors which will play out for better or for worse.
But you do have control over tracking your progress on your business or personal goals. The good news is that if you haven't started yet, you still have eight weeks to get your tracking systems in place. That bad news is that without concrete information about your progress in 2008, it will be pretty hard to set realistic goals for 2009.
Where are you at?
You can't stop the Hallowe'en loot or make time stand still. November 1 will arrive this Saturday whether or not you have been tracking progess on your strategic goals this year. Nor do you have much control over the global economic factors which will play out for better or for worse.
But you do have control over tracking your progress on your business or personal goals. The good news is that if you haven't started yet, you still have eight weeks to get your tracking systems in place. That bad news is that without concrete information about your progress in 2008, it will be pretty hard to set realistic goals for 2009.
Where are you at?
Friday, February 22, 2008
Tracking Progress
Last post we looked at goal statements and how they meet SMART criteria. Now let’s keep track of the results.
The first rule is to keep things simple. Start with the number of goals. Too many and you will spend all your time managing them and no time actually working on them. Too few and you will fail to reach you objectives. The number and complexity will depend on your business/department/project. There is no magic number. If you have none, try starting with the Shakespearean magic number of 3.
Second rule is to work backwards. If you want 70 new active clients by December 31, 2008, how many do you need each month/week/day to meet that goal. Tracking daily for this goal is probably too small a time frame and will produce data that takes time to process for very little return. Tracking weekly on this goal will give you information before the end of the month on whether or not any progress is being made. Tracking monthly may leave you fretting after month 3 that the goal is not being met and 25% of the year is up – the cycle time from identification to correction to results may be too long to permit timely correction when necessary
Thirdly, ensure that progress feedback gets to the people trying to meet the goal. If your sales staff are reporting weekly the number of new active clients, publish the aggregate data to all the staff each week. Meanwhile, you have an opportunity for intervention with any individual sales staff who is not meeting targets. At the same time, celebrate monthly accomplishments!
The first rule is to keep things simple. Start with the number of goals. Too many and you will spend all your time managing them and no time actually working on them. Too few and you will fail to reach you objectives. The number and complexity will depend on your business/department/project. There is no magic number. If you have none, try starting with the Shakespearean magic number of 3.
Second rule is to work backwards. If you want 70 new active clients by December 31, 2008, how many do you need each month/week/day to meet that goal. Tracking daily for this goal is probably too small a time frame and will produce data that takes time to process for very little return. Tracking weekly on this goal will give you information before the end of the month on whether or not any progress is being made. Tracking monthly may leave you fretting after month 3 that the goal is not being met and 25% of the year is up – the cycle time from identification to correction to results may be too long to permit timely correction when necessary
Thirdly, ensure that progress feedback gets to the people trying to meet the goal. If your sales staff are reporting weekly the number of new active clients, publish the aggregate data to all the staff each week. Meanwhile, you have an opportunity for intervention with any individual sales staff who is not meeting targets. At the same time, celebrate monthly accomplishments!
Thursday, February 14, 2008
Checking Progress on those Goals
Happy Valentine’s Day!
Now six weeks into the calendar year is a good time to review the progress you have made on your strategic goals. Having established the goals, you will need to ensure tracking, monitoring and evaluating systems are in place to manage your progress.
We will start by reviewing the goal statements themselves. Are they specific, measurable, attainable, realistic and time limited (otherwise known as SMART goals)? If you have established an annual goal, it is time limited by the end of the year in question, say December 31 or whichever year end you have chosen for your review.
To be specific, your goals must state exactly what you wish to accomplish and, to be measurable, in quantifiable terms.
For example:
We will increase our active client roster.
Versus:
We will increase our active client roster by 50% to a total of 210 active clients, by December 31, 2008.
On December 31, you will either have 210 active clients or you won’t. Your degree of success will be relatively easy to identify.
The criterion of attainable refers to the ability of anyone to reach the goal given the same circumstances under which you are working. If it takes a month’s time on average for each sales person to develop each new lead to an active client, and you have 2 sales staff, assuming they have 100% conversion from leads to active clients, you could only reach 21 new clients by year’s end. The example I gave required 70 new clients.
By comparison, the realistic criterion refers to the likelihood that the goal will be attained under the same circumstances. If you have 5 sales staff regularly securing 1 new active client each month, after 12 months, you will have 60 new active clients. Can that same staff increase their conversion rate to achieve the required 70 new active clients by year’s end?
OK. You have reviewed your goals and you are satisfied that they meet the SMART criteria. Next post we will look at tracking your progress.
Now six weeks into the calendar year is a good time to review the progress you have made on your strategic goals. Having established the goals, you will need to ensure tracking, monitoring and evaluating systems are in place to manage your progress.
We will start by reviewing the goal statements themselves. Are they specific, measurable, attainable, realistic and time limited (otherwise known as SMART goals)? If you have established an annual goal, it is time limited by the end of the year in question, say December 31 or whichever year end you have chosen for your review.
To be specific, your goals must state exactly what you wish to accomplish and, to be measurable, in quantifiable terms.
For example:
We will increase our active client roster.
Versus:
We will increase our active client roster by 50% to a total of 210 active clients, by December 31, 2008.
On December 31, you will either have 210 active clients or you won’t. Your degree of success will be relatively easy to identify.
The criterion of attainable refers to the ability of anyone to reach the goal given the same circumstances under which you are working. If it takes a month’s time on average for each sales person to develop each new lead to an active client, and you have 2 sales staff, assuming they have 100% conversion from leads to active clients, you could only reach 21 new clients by year’s end. The example I gave required 70 new clients.
By comparison, the realistic criterion refers to the likelihood that the goal will be attained under the same circumstances. If you have 5 sales staff regularly securing 1 new active client each month, after 12 months, you will have 60 new active clients. Can that same staff increase their conversion rate to achieve the required 70 new active clients by year’s end?
OK. You have reviewed your goals and you are satisfied that they meet the SMART criteria. Next post we will look at tracking your progress.
Wednesday, January 23, 2008
New Year's, New Goals
As the first one-twelth of the year comes to a close, have you planned your results for the year yet?
What would you like to accomplish by the end of 2008?
What would you like to be remembered for?
What would you like to stop doing?
What will you do more of, how much and when.
Enjoy, preparing this next chapter of your accomplishments.
What would you like to accomplish by the end of 2008?
What would you like to be remembered for?
What would you like to stop doing?
What will you do more of, how much and when.
Enjoy, preparing this next chapter of your accomplishments.
Monday, November 12, 2007
Top 5 Series - Actions that make a Difference
I have been humbled. Left without internet access, I missed posting Friday as I had promised and apologize for the lack of continuity. Thanks to a(nother) broken water main in our community, we were left without water for 5 hours over the supper hour this evening. Those broken mains, and our short drought, serve to remind us just how indulgent we can be with water, how much we take it for granted and how hard it is to find drinking water in some parts of our world. To follow up from last week, here are five things to do to get your business more organized on your strategic objectives.
1. Make your Mission and Goals as clear as water itself. Once they are established, make sure every employee knows what they are and how their role contributes to accomplishing those goals. Consider taking a page from Brian Scudamore’s journal at 1 800 Got Junk where the company goals are written right on a wall in letters large enough to read across the room. Everyone in the office can see where the company focus is, and whether or not the goals have been reached. Everyday a team meeting is held to report on the indices related to those goals so that everyone is clear where they fit in and how their work contributes to the results.
2. Commit to focus and organization at an executive level. Whether it’s clearing your own clutter, improving your time management, setting up a central filing system or establishing a corporate declutter session, commit to the process and demonstrate the behaviour. In ten out of ten businesses I’m ask to assist to streamline and declutter, the only businesses that are successful are those with a senior management team that commits to the process.
3. Establish storage and retention policies and ensure that staff uses them. This is particularly important for staff who have been in a position for a lengthy time (years) and those that have recently taken over a role from another employee. Are their files up to date both electronic and paper? Have they reviewed their predecessor’s files and do they know what’s there? Do they regularly purge paper and e-files? Is their office littered with material unrelated to their role or the company’s business?
4. Review carefully any space requirement and insist on a clear out session before the request is approved and, more importantly, acted upon. If you have recently approved a space or storage request, do you know for sure that you are approving additional cost, as more space and storage will incur cost, for material that is consistent with your company’s goals and objectives? Or, have your employees given up on trying to pear down and instead spend their time managing the paper and unnecessary tasks rather than on behaviour to advance your strategic directions.
5. Manage the disorganized employee. If organization is an expectation of employees in order that they contribute to the strategic directions of the company than ensure they get that message. Set goals, set limits and follow up. A disorganized employee drains dollars from your business. Tardiness, unfinished work, redo’s, reprints all cost money. When that disorganization goes unchecked, you are sending a loud message out to the rest of your employees that clarity, focus and resource accountability are values that are not supported by you or your company. If you don’t care, why should they?
1. Make your Mission and Goals as clear as water itself. Once they are established, make sure every employee knows what they are and how their role contributes to accomplishing those goals. Consider taking a page from Brian Scudamore’s journal at 1 800 Got Junk where the company goals are written right on a wall in letters large enough to read across the room. Everyone in the office can see where the company focus is, and whether or not the goals have been reached. Everyday a team meeting is held to report on the indices related to those goals so that everyone is clear where they fit in and how their work contributes to the results.
2. Commit to focus and organization at an executive level. Whether it’s clearing your own clutter, improving your time management, setting up a central filing system or establishing a corporate declutter session, commit to the process and demonstrate the behaviour. In ten out of ten businesses I’m ask to assist to streamline and declutter, the only businesses that are successful are those with a senior management team that commits to the process.
3. Establish storage and retention policies and ensure that staff uses them. This is particularly important for staff who have been in a position for a lengthy time (years) and those that have recently taken over a role from another employee. Are their files up to date both electronic and paper? Have they reviewed their predecessor’s files and do they know what’s there? Do they regularly purge paper and e-files? Is their office littered with material unrelated to their role or the company’s business?
4. Review carefully any space requirement and insist on a clear out session before the request is approved and, more importantly, acted upon. If you have recently approved a space or storage request, do you know for sure that you are approving additional cost, as more space and storage will incur cost, for material that is consistent with your company’s goals and objectives? Or, have your employees given up on trying to pear down and instead spend their time managing the paper and unnecessary tasks rather than on behaviour to advance your strategic directions.
5. Manage the disorganized employee. If organization is an expectation of employees in order that they contribute to the strategic directions of the company than ensure they get that message. Set goals, set limits and follow up. A disorganized employee drains dollars from your business. Tardiness, unfinished work, redo’s, reprints all cost money. When that disorganization goes unchecked, you are sending a loud message out to the rest of your employees that clarity, focus and resource accountability are values that are not supported by you or your company. If you don’t care, why should they?
Wednesday, November 7, 2007
Top 5 Series - Indicators of Disorganization
You think you run a great company. Maybe you do. You’ve studied the books, taken the courses, run the retreats. At the same time, you admit to yourself when no one else is looking that something isn’t quite right. You, and your company, may be suffering from a basic lack of organization. Here are the top five indicators I find when companies are swimming in corporate clutter and stuck in the land of corporate disorganization.
1. Targets are not being met.
This is the indicator that keeps you awake at night. As we scream through the third quarter you are already sweating. You didn’t meet first quarter or second and here you are behind the eight ball for third.
2. Employees don’t understand the mission and/or strategic goals.
You have the mission memorized. You’ve agonized over your strategic goals. Every word is perfect. You’ve done the retreat and handed out copies. Why is it then, that no one remembers? Why don’t your employees remember what the company is trying to accomplish this year?
3. Employees are unhappy.
You have a sense that there are just too many good bye lunch parties. Meanwhile you’re soaking up your training and development budget with new hire orientation rather than development of your existing and loyal employees. At the same time, you’ve hearing complaint after complaint from employees about this, that and the other thing. They never bring it up to the team meetings, (do you have them?) they just grumble.
4. Offices, work spaces are cluttered.
Starting with yours; Do you, or your staff, keep asking for another copy of ____________ because they can’t find it? Do you, or your employees spend too much time looking for things and not enough time acting on goals? Sure, you know exactly where that proposal is, right? If I said you had 10 seconds to find it, could you? What about 5? What is under, behind or beside your desk? Your employees desks? Check it out.
5. Someone, or ones, is (are) working longer hours than they should. i.e. outside of the normal ebb and flow of business and seasonal cycles, you have one employee, maybe its you, that is always there later than everyone else, comes in on weekends, and probably still is not meeting their performance objectives.
So now you are going to spend the day acutely aware of these indicators in your company. That’s ok. Remember, the first step to change is recognizing when there is a problem. I’ll continue the Top 5 Series this week. Tomorrow – Top 5 Reasons why Companies are Disorganized.
1. Targets are not being met.
This is the indicator that keeps you awake at night. As we scream through the third quarter you are already sweating. You didn’t meet first quarter or second and here you are behind the eight ball for third.
2. Employees don’t understand the mission and/or strategic goals.
You have the mission memorized. You’ve agonized over your strategic goals. Every word is perfect. You’ve done the retreat and handed out copies. Why is it then, that no one remembers? Why don’t your employees remember what the company is trying to accomplish this year?
3. Employees are unhappy.
You have a sense that there are just too many good bye lunch parties. Meanwhile you’re soaking up your training and development budget with new hire orientation rather than development of your existing and loyal employees. At the same time, you’ve hearing complaint after complaint from employees about this, that and the other thing. They never bring it up to the team meetings, (do you have them?) they just grumble.
4. Offices, work spaces are cluttered.
Starting with yours; Do you, or your staff, keep asking for another copy of ____________ because they can’t find it? Do you, or your employees spend too much time looking for things and not enough time acting on goals? Sure, you know exactly where that proposal is, right? If I said you had 10 seconds to find it, could you? What about 5? What is under, behind or beside your desk? Your employees desks? Check it out.
5. Someone, or ones, is (are) working longer hours than they should. i.e. outside of the normal ebb and flow of business and seasonal cycles, you have one employee, maybe its you, that is always there later than everyone else, comes in on weekends, and probably still is not meeting their performance objectives.
So now you are going to spend the day acutely aware of these indicators in your company. That’s ok. Remember, the first step to change is recognizing when there is a problem. I’ll continue the Top 5 Series this week. Tomorrow – Top 5 Reasons why Companies are Disorganized.
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