Find out how to create measurable goals. Measureable goals provide immediate feedback as to whether goals are on or off track. In this tutorial Mike Figliuolo discusses how measureable goals indicate success or failure. Use the right data, metrics, and frequency to track your goals. Ensure the measure is an accurate reflection of the desired outcome.
- The second characteristic of a good goal is that it's measurable. If you can't measure a goal, you don't know if you're making progress on it or not. You won't know if you succeeded in achieving it. And don't just think about the metric you're going to use. You have to think through what data you're going to pull. What reports are you going to use to track how you're tracking against the goal? What's the frequency of measurement you're going to use? What measurement method are you going to use? Will you use actual results or sampling? There's nothing worse than arguing about if you hit a goal or not, because the data or reporting was questionable.
If you spell those things out early in the goal setting process, there's much more clarity on the back end as to whether or not you hit the goal. Make sure the measure is an accurate reflection of the desired outcome. If I want customer retention for my organization, I shouldn't measure things like customer survey results or qualitative answers to questions from our customers when we called them. People don't always tell the truth or they may give you answers they think you want to hear, but they really aren't reflective of their actual behavior.
If I want retention, I should measure the total number of customers I have and how many of them I lose. Try to make your measure as direct a reflection of the metric as possible. For example, at one point, I ran a call center organization. We thought we wanted customer satisfaction, and we set that as a goal up front. The thing is, what we were really after was customer retention. So when we had that customer satisfaction goal, we measured things like a voice of the customer survey.
We looked at how many times were customers calling us back. We would call customers and ask them about their experience. And we thought we were doing great, because all those things were trending in a positive direction. The problem was, we weren't measuring the right things, and it drove the wrong behaviors. Our associates started being much nicer to customers because they knew we were going to call the customer and ask, "How was your experience?" And our associates thought if the customer was happier, they would get better scores.
The thing is, we weren't measuring the right thing. It didn't matter how nice the associate was. What mattered was if they solved the customer's problem. When we started measuring first time problem resolution, it changed associate behaviors. They started focusing much more on here's the customer's issue, how do I solve it in one call? And guess what, retention went up because of it. When you're thinking through your goals, and you think about making them measurable, think through how can you directly measure that goal, what sources of data are you going to use, and how will you report out to the organization.
Because with that clarity, you're going to drive behavior change much more rapidly.
Along with providing guidance on how to link individual employee goals to organizational strategy, Mike walks you through the different types of goals, including bottom-up, zero-based, commit, and stretch goals. He also helps you use goals to change behaviors, build new skills among employees, and make goals actionable by using incentives and tying them to specific activities. He concludes with a comprehensive plan for setting and implementing goals, and some tips on dealing with challenges such as conflicting goals.
- Identifying goals and goal types
- Setting SMART goals
- Linking goals to business strategy
- Building goals from the bottom up or top down
- Creating stretch goals
- Outlining activities and resources to help employees achieve goals
- Reviewing and revising goals
- Reconciling conflicting goals