In part one of this eight part series, we discussed management styles.
If you took our free management style quiz, you will now know what you are like as a manager, and where you may need to make adjustments.
The different management styles are to be used as and when most appropriate and likely to best motivate and drive your staff.
In this,part two, we will look at goal setting as a part of managing your staff.
The first question you need to ask, and have a good answer for, is What should we do?
The vision, mission and strategy for an organisation are not intended to be a document printed at the bottom of your drawer, covered in a film of dust and unused paperclips.
Get to know your goals for the organization, your team and each individual.
A reactive approach will ensure that you make absolutely no progress as an organisation.
An effective manager does more than solve problems as they arise, does more than punch the clock and tick off to do items. A truly effective manager looks for the things they can do, rather than dwelling on those they can’t.
The most widely-used framework is S-M-A-R-T.
Specific: Well-defined to inform employees exactly what is expected, when, and how much. With specific goals, managers can easily measure progress toward goal completion.
Measurable: Provide milestones to track progress and motivate employees toward achievement.
Attainable: Success needs to be achievable with effort by an average employee, not too high or too low.
Relevant: You should focus on the greatest impact to the overall company strategy.
Time-bound: Establish enough time to achieve the goal, but not too much time to undermine performance. Goals without deadlines tend to be overtaken by the day-to-day crises.
In the book 7 Habits of Highly Effective, People Steven Covey elaborates on his belief that believes the way we see the world is entirely based on our own perceptions.
In order to change a given situation, we must change ourselves, and in order to change ourselves, we must be able to change our perceptions.
Your actions are not simply determined by “nature” – your genetic make-up, or by “nurture” – your upbringing, or by the environment in which you live and work.
Rather they should reflect your ability to choose your own course. Be proactive
You cannot develop a strategy if you do not know what the end result should be.
Your individual and team goals absolutely must align with those of the organisation as a whole, and you must revisit them on a regular basis.
Goals cannot be developed in isolation if you expect your staff to commit to them, the more the team members are involved, the more motivated they will be in achieving their goals, and those of the organisation as a whole. i.e. Begin with the end in mind.
Remember, when setting goals, it is essential to:
- Align your goals with the organisation’s mission and strategy
- Ensure goals are clear and easy to understand.
- Inspire commitment to the goals from the team and individuals
- Measure progress toward the goals
- Develop timeline within which to achieve the goals
- Reward or incentivise the achievement of the goals
- Ensure goals are reachable