Once you know the activities to perform, you need to properly resource the teams. Without giving them the resources, it's not fair (or possible) to hold them accountable for hitting their goals. Let activities required drive the resources given and let the resource plan drive the budget. Resources needed may be time, money, people, and support.
- Once you've set your goals and identified the activities you need to perform to achieve those goals, you need to properly resource the team. Without resources, it's not fair or possible to hold them accountable for achieving those goals. That's like asking them to run a marathon but not giving them a pair of running shoes. It's not fair and it's not going to work. Let the the activities required drive the resources. Let the resources required drive your budget.
Resources can be things like money, people, time and support. I know one organization that was going to implement a customer relationship management system. This was a huge IT project. The company wanted to launch it, and they said, "We're going to launch it in March." They gave the team 12 months to build this platform. They gave the team money and they gave the team time. What they didn't give them was the people required for this project. All the team members who were assigned to the project team had it assigned as an additional responsibility.
They still had their day jobs to do. The company didn't assign a project manager, and the technology vendor didn't assign a project manager, either. The result was they failed to get the proper resources, which meant that they didn't get the project done on time. There were problems with functionaility, there were failures to meet deadlines, and there was over-spending. All because they didn't appropriately resource the project.
When you go to resource your projects, work from the activities and ensure every activity has enough resources to get it completed properly. Without those resources, the chance of getting the activities done, and therefore, hitting the goal is pretty minuscule. Your job as the leader, who has set that goal, is to make sure you set the team up to be successful.
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