Goals can make sense in isolation, but when you add them all up, you may be asking for unrealistic results from your team—you'll need to evaluate how department goals impact one another. If you set a goal for revenue growth and a goal for cost cutting, you may have created an impossible situation for the team because they can't spend money to drive revenue. It's this kind of reality checking that leads to more reasonable and achievable results.
- It's important to reality check your goals.…Goals can make sense in isolation,…but when you add them all up,…you may be asking for unrealistic results from your team.…You'll need to evaluate how department goals…impact one another.…If you set a goal for revenue growth,…and another goal for cost cutting,…you may have created an impossible situation for the team.…They can't spend money to drive revenue…because they're so focused on cost cutting.…It's this kind of reality checking…that leads to more reasonable and achievable results.…
What I'd suggest is get all your organization's goals…together on a whiteboard.…Start with the high-level corporate goals,…then lay out your business unit's or department's goals.…Lay out adjacent business units or functions.…Look for dependencies.…Look for supporting goals and look for conflicting goals.…Go through the same exercise for the teams…in your organization.…For supporting goals, make sure there's no overlap.…You don't want people working on redundant things…or getting double credit for going after the same work.…
- 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.