In this tutorial Mike Figliuolo covers how to make goals clear and unambiguous, by making them specific. Find out why goals like "optimize performance" are not specific enough and demotivational. Instead create goals like, "increase department sales by 12% to achieve a corporate sales increase of 8%." Learn how to tell people what to do, why to do it, who is accountable, and what performance standards are.
- The first characteristic of a good goal that you should focus on is that the goal is specific. Make the goal unambiguous. Tell people what to do, why they're doing it, who's accountable, and what the performance standards are. Don't have nonspecific goals like we should optimize our performance. What does that mean? How are people going to behave if you just tell them, "Go optimize our performance"? They won't know what to work on. Make your goals specific. Tell them things like, "We're going to increase "department sales by 12% to achieve "a corporate sales increase of 8%." They know what to work on.
Let them know the performance standards. Those standards can be things like error rates, speed, safety incidents, quality scores. You can be driving a specific metric like profits or sales. Without specificity, they're going to work on the wrong things or focus on the wrong outcomes, and that's gonna hurt performance and frustrate everybody who's involved. If a goal is specific, they'll know exactly what to work on. When you write a goal, take a step back and imagine you just hired somebody new and you're going to give them that goal.
When you give them the goal, will they know what to work on? Will they know what your behavioral expectations are? If not, you need to take more time and think about how to make that goal more specific. Tell them what you want changed, why it's important, and what behaviors they should demonstrate that will help them achieve that goal.
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