Goal Setting Framework

Simple framework for setting goals and work out how to achieve them.

1. Define the Goal
– what I want to achieve?
2. Identify the Benefits
– What will I get from achieving this goal?

3. Action steps for achieving this goal
– The things I must do to achieve this goal
– Target dates for completing the action

4. Obstacles & Solutions
– What are the obstacles that could interfere with the goal being achieved?
– What are the ways to remove these obstacles from the path?

5. Methods of tracking purpose
– How will I know I’m making progress

6. Return on investment
– Is this goal worth the time, effort and Money?
– Yes
– No
– Yes, but later
– Today’s date

7. When did you achieve the goal?
– Target Date
– Date Achieved

Employee Self-Assessment Questionnaire

–          Performance against objectives (Consider overall performance.  If no specific objectives were set, consider performance against implied objectives, job descriptions, etc. Consider both successful and unsuccessful outcomes. If objectives were not achieved, what were the main reasons for this: business, personal or other?)

–          Overall what do you like about your job?  What key areas would you most like to develop or improve?

–          Key Achievements (Consider all work carried out).

–          Expected Skill Areas (Consider job description.  Consider what skills are needed in the job and what strengths or weaknesses are evident in relation to those skills.  Use examples wherever possible).

–          Did you do anything in the last 12 months that didn’t work out the way it was planned?  What were the lessons learnt?  (Consider all types of innovation, new ways of doing things and risks taken.)

–          Factors Affecting Performance (Consider positive and negative influences and what should be done to improve or remove them.)

–          Objectives going forward (Consider agency, team, and personal objectives.)

–          Development Needs (What are the areas of focus in the next six months?  Are there any account, training or other areas to request help on?)

–          Future Ambitions (Are there any future ambitions that should be considered or recorded in this appraisal?)

Influence Interview Questions

To keep things simple and straightforward, ask your employee to conduct interviews with co-workers, colleagues, friends, and family in a concentrated timeframe, and give each interviewee a list of questions focused on two things: strengths and reality checks.

Strengths Questions

–          What are my greatest strengths?

–          What skills can I be counted on for?

–          What strengths and skills have been most helpful to you?

Reality Check Questions

–          Where do you see me struggle?

–          How do I get in my own way?

–          What can I do right now to improve?

What would you do if you were me?

Self-assessment Discovery Questionnaire

Discovery Questionnaire

–          A set of deep questions to assist in better understanding your employees

  • Assess Current Role
  • Achievement and Goals
  • Identifying Work Styles
  • Visionary questions

Discovery Questionnaire

Please tell me about your life and work. Your answers are completely confidential. Take your time. Go deep. Nothing is out of bounds.

Assess Your Role

  1. What do you love about your work?
  2. What do you wish you could change?
  3. If you were to review your current job description, what components do you no longer do? What new responsibilities have you taken on?

Describe Your Achievements and Goals

  1. What are your most satisfying achievements not just in your current position, but in your entire career?
  2. What do you want to accomplish this year?
  3. Where do you see yourself in the next five years?
  4. What support and/or resources do you need to achieve your immediate goals?
  5. What support and/or resources do you need to achieve your career aspirations?
  6. What is your ideal work?
  7. What skills do people acknowledge you for?
  8. What skills or talents would you like to be acknowledged for?

Identify Your Work Style

  1. How much of a priority are you in your own life?
  2. How well do you keep promises to yourself and others?
  3. How satisfied are you with your level of productivity?
  4. How well do you communicate with others?
  5. What areas of your work life would you MOST like to improve?
  6. What routinely gets in your way?

Express Your Vision

  1. If you were the CEO, where would you take this company?
  2. If you could change the world (and you can), what needs would you meet or what problems would you solve?
  3. What two steps could you take right now that would make the biggest difference in your life and work?
  4. Anything else?

Coaching and Developing Employees

GROW Model

GROW is an acronym that stands for Goals, Realities, Options, and Will, and it has several purposes. It helps you and your

employees clarify their initial goals, assess what’s currently happening, and identify potential roadblocks. It also helps your

people brainstorm both opportunities and resources for growth.

Goals:

–          What is it you would like to focus on?

–          What would you like to achieve?

–          What would you like to happen that is not happening now?

–          How would you know you were being successful if you achieved your goal?

–          How could you break this goal down into manageable chunks?

–          What are all the things that would need to be done to achieve the goal?

Realities – Assess what’s currently going on:

–          What is happening at the moment to derail your progress toward the goal?

–          When and how often does this happen? Be precise if possible.

–          What effect does this have?

–          What other factors are relevant?

–          Who else is relevant?

–          What is that person’s perception of the situation?

–          What have you tried so far?

–          What else is conflicting with achieving the goal?

Options – Kick-start some brainstorming:

–          What possibilities for action do you see? Don’t worry about how realistic they are at this stage.

–          Who might be able to help?

–          Which options do you like the most?

–          What are the benefits and pitfalls of these options?

–          Which options are of interest to you?

–          Rate from 1 to 10 your assessment of the practicality of each of these options.

–          Would you like to choose an option to act on?

Will – Unlock actions, accountabilities, and roadblocks:

–          What are your next steps?

–          Precisely when will you take them?

–          What might get in the way?

3 Corner Stone’s of the Coaching Process

Coaching is about being curious:

–          Open-ended questions

–          Reflection

–          New perspectives and ideas

–          Self-guided actions

Let the employee lead

–          Make choices

–          Autonomy

–          Where do the employee’s goals, values, and priorities align with organisational goals?

Coach the Whole Person

–          Life-Work

–          Work-Life

–          Personal-Life

Listen more than speak.

Employee’s solutions tend to be more authentic and durable.

3 Core Development Conversations

Awareness Conversations

–          Look back over employee’s career to get a current and accurate read on who they are, what they’ve accomplished and what inspires them and what they do well.

–          Keep things open

–          Support discovery

–          Support employee self-awareness

Vision Conversations

–          Help employees connect self awareness with the big picture to identify their next steps for growth.

Reflection Conversations

–          Opportunities to learn, assess, acknowledge, appreciate, and celebrate employee’s accomplishments.

Power Talk Practices

Asking Powerful Questions

–          Asking open-ended questions to help brainstorm and discovery.

–          Who? What? When? Where? Why? How?

Listening

–          Listening to understand, to reveal thoughts, and to identify issues and opportunities.

  • Be Present and available when communicating
  • Minimise distractions (turn-off mobile etc…)
  • Reflect what you here (What I’m hearing is… I think what you’re saying is….)

Challenge

–          Helping employee think beyond issue to see new perspectives.

  • Take people to or past their current comfort zone
  • Has to include brainstorming to find an authentic, relevant action
  • Challenge has to be accepted

Action

–          Getting employee to generate their own next steps.

  • Given all the possibilities, what do you want to tackle first?
  • Which idea will give you the most learning potential?
  • Which idea will get you closest to your top goals and priorities?

Accountability

–          Holding employees responsible for taking action and meeting deadlines.

  • What will employee’s action be
  • When they will take action
  • How action will be communicated

Feedback

–          Reviewing progress, successes and challenges.

  • Future-focused feedback teases out what’s possible, and what might be improved

New Team Management Strategy

When starting a new job or moving to manage a new team in your organisation you need to have a plan….

Start with the boss

–          What are the bosses expectations?

–          What’s the bigger picture – beyond your team?

–          What are the required personnel for your team?

  • Skills gap analysis

–          Request needed resources?

  • Hardware
  • Software
  • Personnel

Meet with Team

–          Discuss Performance

  • How has it been judged in the past
  • How is it judged today
  • How should it be judged in the future

–          Accomplishments

  • Recognise recent accomplishments and milestones that proceeded you

–          Goals

  • Share main goals for the next performance period
  • Discuss long term goals

Clarify Team Goals

–          Set mile stones

–          Assign responsibilities

–          Schedule one-to-ones

Norms

–          Set expectations around group behaviour

  • Does the company have their own set of rules?

–          Common norm themes

  • Be positive
  • Show respect
  • Be on time
  • Be prepared

Decision Making Style

–          Autocratic           Make decision tell team

–          Collaborative     Talk to team and make decision

–          Democratic         The team makes the decision

Talk About Status

–          How excited you are with this opportunity

–          What kind of leader and decision making process

–          Goals for the team

–          How we will achieve these goals

–          Challenges (communication)

Team Management Tactics

Weekly Team email

–          Updates to keep them in the loop

–          Team accomplishments

–          Celebrate personal events (wedding’s, graduations, birthdays)

Lunch and Learns

–          Ask members to learn about subjects and present back to the group

Social Media Group

–          Team members can share articles, news and ideas

–          Perhaps involve broader marketing team

Team Meetings

–          Monthly team catch-ups

–          Team members present current work and colleagues discuss

–          Upcoming events and projects (professional and personal)

–          AOB

One-on-one review

–          Review of projects

–          Employee Q&A

–          Personal Development goals

One-on-one Meetings

The aim of a one-to-one is to strengthen communication between managers and employees.

They can reduce the number of quick questions throughout the week and enable progress.

Establish a schedule with employee or manager

Frequency and length can vary:

–          Fortnightly for 30 minutes

–          Weekly for 15 minutes

Always begin on time and avoid moving the meeting around.

Determining the agenda

Review previous delegated actions

–          Have a list of the delegated actions

–          Work through each action

–          Give feedback on each action

  • Give praise for completion
  • Did you learn anything from this action?

–          If they didn’t complete the action

  • What stood in the way of you completing the action?

Training and Development

–          1-1 gives the opportunity to give some training tips

–          Training framework

  • What – the concept you’re going to teach
  • How – the method you’ll use to teach the concept

–          What to teach:

  • Cover a topic someone asked help for
  • Target the greatest employee need (clarify something, something they’re struggling with)
  • New process (a new company policy or new system)

–          How to teach

  • Story telling
  • Visual aid (picture, cartoon, diagram)
  • Video (Lynda.com)

Listening to their needs

–          What do you need from me?

–          Allow the other person to go through their 121 list

–          Listen attentively to everything they ask

–          When they ask for something get a clear who, what & when for each item:

  • Who takes action?
  • What is the next step?
  • When to be done?

–          Commit to follow through

Delegating your needs

–          Review 121 task list

  • What questions do you have about each task?

–          Give specific descriptions about the results you want to achieve

–          Give a clear who, what & when for each item

Reviewing action items and closing

Review each action (Who, What & When)

Effective Meetings

When to have a meeting?

Important Team Decisions

–          Will the team expect a voice in the decision?

Major Announcement

–          New regulations, Acquisitions…

Kick-off Meeting

–          Explain new initiative

–          Ensure role clarity

–          Set goals and performance expectations

–          Ask questions

Pre Mortem

–          Risk analysis – what could go wrong?

–          What challenges might we face?

–          How will we deal with these challenges?

Post Mortem

–          What were the challenges?

–          What were the solutions?

–          What were the required resources?

–          What new contacts?

  • Document and capture learning
  • Use Post Mortem to celebrate success and achievements

Who should attend meetings?

–          Invite as few people as possible

–          Minimise hierarchy

Three types of people who should attend meetings:

–          Experts

  • Specialist knowledge
  • Talent
  • Area expertise

–          Affected

  • People who will have to live with this decision

–          Sponsors

  • High-level person who:
    • Supports the project
    • Supports the team

Don’t Invite:

–          Too many people

–          Former associates

–          Political appointees

Effective Meeting Rules

–          Arrive on time and prepared

–          Clarify meeting goal and scope (agenda)

  • Scope creep mitigation

–          Be critical, but be positive

–          No interrupting others

–          No unnecessary electronics

Making Decisions

–          Avoid voting

–          Get consensus through discussion

  • How much of the idea can you agree with?
    • 70% – “i’m about 70% bought in…”

Meeting Tools

Agenda

–          Who is responsible for producing the agenda?

–          What is the schedule?

  • When will items be prioritised?
  • Time and place
  • Is there any home work / prep work?

–          When should agenda items be put forward?

–          Stick to the list on the agenda

–          Follow order of items

Parking Lot

–          A place to capture important work related topics

  • Whiteboard

–          Helps to mitigate scope creep

Homework

–          Are there any documents that need to be red prior to the meeting?

Meeting Roles

Facilitator

–          Ensure processes are observed

–          Monitors behaviours

–          Protects Agenda

Scribe

–          Note taker

–          Distributes notes

Devils Advocate

–          Questions Assumptions

–          Presents alternatives

–          Can be useful to appoint a Devil

Ending the Meeting

–          What was accomplished?

–          What decisions were made?

–          Are there any incomplete tasks? How will they progress?

–          Responsible parties for actions?

–          Future meetings?

Employee Evaluation

Audit existing information:

–          What are the company’s current employee evaluation processes

–          Job description

–          Current projects

–          Resume/CV

–          Biographies

–          LinkedIn

–          Previous managers experience

–          Colleagues feedback

Employee Self Evaluation

–          Performance against objectives (Consider overall performance.  If no specific objectives were set, consider performance against implied objectives, job descriptions, etc. Consider both successful and unsuccessful outcomes. If objectives were not achieved, what were the main reasons for this: business, personal or other?)

–          Overall what do you like about your job?  What key areas would you most like to develop or improve?

–          Key Achievements (Consider all work carried out).

–          Expected Skill Areas (Consider job description.  Consider what skills are needed in the job and what strengths or weaknesses are evident in relation to those skills.  Use examples wherever possible).

–          Did you do anything in the last 12 months that didn’t work out the way it was planned?  What were the lessons learnt?  (Consider all types of innovation, new ways of doing things and risks taken.)

–          Factors Affecting Performance (Consider positive and negative influences and what should be done to improve or remove them.)

–          Objectives going forward (Consider agency, team, and personal objectives.)

–          Development Needs (What are the areas of focus in the next six months?  Are there any account, training or other areas to request help on?)

–          Future Ambitions (Are there any future ambitions that should be considered or recorded in this appraisal?)

Prepare for Evaluation

–          Analyse information

–          Produce conclusions and explanations for your findings

  • Be specific
  • Be honest
  • Stay positive

–          Select a private location for the Evaluation

–          Arrive on time and fully prepared

During Evaluation

–          Explain your conclusions

–          Discuss prior goals and previous experience

–          Discuss future goals

Setting Goals

Create Draft Goals

–          Consider performance standards of your organisation

–          Consider Employee skills and abilities

–          Set goals and targets over a given time frame (month, quarterly, year)

Collaboration

–          Discuss draft goals with employee to agree and set goals

Identify Measures

–          Helps to chart progress against goal completion

–          Create a small amount of high quality and easy to use measures

Define Milestones

–          Major sub-sections of achieving a goal

Track Performance

–          Formal check-ins to track progress against milestones

Accountability

–          Reward high performance with pay, promotion or time off

–          Recognise high performance with public praise

–          Address low performance with reduced responsibilities, increased coaching or training

Elements of Effective Goals

SMART Goals

Specific                 Increase X by Y

Measures            Track Measures

Aligned                 Support objectives

Reachable           Challenging and reasonable

Time Bound        Expected time to completion

Resources           What will be needed to complete the goal?

  • Tools
  • Hardware
  • Software
  • Personnel
  • Support