Goals don't always have to be metric-based. You can set a goal for someone building a new skill too. You can measure it through observations on behavior ("I saw you apply xyz behavior in abc scenario"). You can also look for competencies and soft skills as they change behaviors related to delivering other goals. Measure this through ongoing coaching and feedback.
- Goals don't always have to be financial or metric-based. You can set a goal for someone building a new skill, too. You can measure this through observation of their behavior, and then provide them with feedback of, "I saw you apply this behavior in this scenario, "and that it goes toward you building this skill." You can also look for competencies, or soft skills, as they change behaviors related to delivering other goals. And again, measure this through ongoing coaching and feedback.
I know one executive who wanted to be more strategic in their thinking. That was the skill they were trying to build. You can't put a number on that. The executive used to be to be too tactiful and wouldn't stop and think before diving into the detail in a conversation. They laid out the new behaviors. Those behaviors included planning for meetings, thinking about and writing down possible questions that could come up in a meeting, communicating from the top down, staying out of the details, and last, pausing and asking clarifying questions before answering.
These were the new behaviors they needed to demonstrate so they could be perceived as being more strategic in their thinking. There manager was aware of these new behaviors, and they were trained to look for them in those interactions where they were watching this person lead a meeting. When they saw them demonstrate it, the manager pointed them out and offered feedback. They praised the individual and said, "I saw you stop and think "before you answered this question. "That's exactly the right behavior." Over time, the focus on these new behaviors, along with the constant feedback when the person was achieving them, led this executive to be perceived as being more strategic, and therefore, the goal was achieved.
Members of your team will be looking to build soft skills. So will you. Think through the behaviors that need to be demonstrated and come up with a plan for monitoring and observing those behaviors and giving feedback along the way. Not understand of the behaviors and the consistent feedback is going to help that person achieve the goal of building that new skill.
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