People in your department need to understand their own goals as well as the goals that have been set for their colleagues. Operating in silos leads to missed opportunities and people working at cross-purposes. When communicating goals, provide the broader strategic context for why the goals were chosen and how they contribute to the broader organization's success.
- Once you've built some great goals,…you need to communicate them to the organization.…People in your department need to understand…how their own goals,…as well as the goals of their colleagues,…tie to the broader organization goals.…Operating in silos leads to missed opportunities.…Sometimes you'll find people are working at cross purposes.…When communicating goals,…provide broader strategic context for why goals were chosen…and how they tie to the broader organization success.…
I worked with one client that was really focused…on changing their business performance.…They wanted to improve their gross margins.…So they got everybody together…and made sure they understood how everybody's goals…tied to this higher-level gross margin goal.…The supply chain team was given goals…around making their top products more profitable.…The marketing team was given a goal of emphasizing…the most profitable products in the portfolio.…Product teams were given SKU rationalization goals…to thin the portfolio and remove less profitable products.…
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- Set corporate and business unit goals.
- Define driver metrics.
- Explain the concept of supporting goals.
- Identify benefits of tying goals to strategy and incentives.
- List ways to troubleshoot and communicate goals.
- Describe how to hold others accountable and avoid pitfalls.