How to set goals

Reading Time: 4 minutes

Graphic showing path from current to vision

One of the areas that seems to be most challenging to people, groups, and organizations is finding and using an effective goal setting process. The graphic above is the process used by in-the-know businesses and interestingly enough, by educators and professional athletes.

It’s a journey

The best way to think of the entire goals setting and achieving process is that it’s like a road trip. Before we get into that, there is one critical step that is not on the map. Values have to come first. After the initial set of values is determined – I say initial as they can change or evolve, especially in groups – road trip planning can begin in earnest.

Step 1 – Where are you heading?

That would be your vision. In a real road trip the vision is usually a real place. In any other kind of goal setting process it is most likely an ideal future state. That’s ok, moving toward it – the journey – is the important part. Having a compelling, vivid, if not realistically achievable vision will keep you moving forward. You should have one overarching vision for your life or your group or organization and then sub-visions that describe and keep your vision alive in specific areas.

Example – A company called YourBestFriend has an overall vision of a world where everyone had at least one good friend. To borrow from Meredith on Grey’s Anatomy – Everyone needs a person. They also had a vision specific to customer service and another vision around company culture and how they treated each other. The big vision and all the sub-visions were based on their values and all the visions aligned driving them in one direction. In addition, everyone in the company knew what the visions were, so everyone kept moving in the same direction.

Step 2 – Figure out where you are now.

On a road trip, you probably know where you are starting from. Uhm.. I’m at home. If you are setting goals for an organization, knowing where you are, in relation to your vision, may be a bit more difficult. Regardless of the challenge it’s a critical step.

Step 3 – Choose a destination.

Not the final destination. Set your goals as if they were towns, cities or stops of interest along the way. If I’m driving across the continent I’m going to plan the trip with specific stops in mind. Set your goals as specific, measurable, achievable (and acceptable), realistic and time-framed plans for your trip. (Yes, that’s a SMART goal.)

If I want to go to Toronto – lets pretend that’s the vision – I might set a goal of driving to Calgary on the first day. That’s specific, measurable, achievable/acceptable, realistic (in summer) and I have time framed it.

In an organization I might set a goal of increasing inside sales by 20% by the next quarter or of ensuring 50% of employees take one new training session within the next two months.

Step 4 – Chunk it up!

Objectives are the smaller steps you take to reach your goal. Get gas – that’s an objective. Buy a map – that’s an objective. Some would say these are also tasks and they would be right. Objective are the small, behavioural things that you have to do to reach your goal.

In an organization objectives might include – have a meeting with all staff to share the goals to gain buy-in or send sales staff on training.

The last step is documenting your travels. One thing I notice, a lot, is that organization fail to document in a way that makes sense. A lot of the time they become their own worst enemy simply by failing to report out based on the above process. Here’s an outline to follow for reporting progress.

Progress reporting

Report on each area that you set goals in and start with the vision is each area.

Area 1 ___________________.

Our vision in this area is ________________.

Current situation in this area _______________________.

Our goals in this area – list each separately.

Goal 1  _________________________________.

Objective 1 for goal 1   _____________________. (You don’t have to get too granular when reporting but getting really granular in planning is a good idea.)

Progress on objective 1  __________________________.

Progress on objective 2  __________________________.

Progress on objective 3 __________________________.

Progress on goal overall __________________________.

New current situation ___________________________.

Example

Given that it’s homelessness action week we can use as an example, a common goal for non-profits and government organizations concerned with poverty and homelessness.

Area – Affordable housing

Our vision in this area is that every person and family in BC has access to affordable and safe housing.

Current situation in this area is that 40% of persons and families pay more than they can afford for housing, leaving them at risk of homelessness.

Our goals in this area.

Goal 1 – Raise awareness through educating the public.

Objective 1 for goal 1 –  Create a set of infographics that explain housing affordability issues in a way that is really easy to understand.

Progress on objective 1 – Three infographics were produced and distributed through social and regular media.

Progress on goal and new current situation for this area as demonstrated by an online survey is that we increased the public’s awareness and understanding of the challenges in this area by 25%. Whoo-hoo! You might want to leave that last bit out.

What about strategy?

Strategy is the how. It’s the vehicle and route you are going to take. It’s the way you are going to drive the car – slow and careful enjoying the ride or are you just going to get there. Strategy is big enough and important enough to warrant its own post. More on strategy later.

Recap

You have it now, right?

  • Values then vision,
  • Where you are now,
  • Set SMART goals,
  • Chunk up goals into objectives,
  • Report out in logical manner based on process

Now get out there and set some goals!

 

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Creating a Communication Plan from the Inside Out

Reading Time: 5 minutes

The question was – Are you ready for the second wave of social media? Really, we kind of did it backwards, which is ok. We humans rarely get thing right the first time. This is my umpteenth (is that a word?) shot a creating a thorough yet simple communication strategy for organizations who are contemplating social media or who have jumped in and now want to take a breath and see if they can improve what they are doing. The simplest version of this was posted today (how’s that for synchronicity!) in the ByzHub Blog.

Let’s simplify Social Media / Marketing for you…

Social Media/ Marketing = Networking

Networking = Building Relationships

Therefore Social Media / Marketing = Building Relationships

I’m going to add Building Relationships = Communication and Communication begins within.. Within the person and within the organization.

Following is a guide that can help your organization take the first steps toward creating a healthy and productive relationship with your constituents. I use the term constituents to more fully include all the individuals, groups, communities, organizations and government agencies that you may be in relationship with and therefore need to communicate with.

Like all healthy relationships, your relationship with your constituents is grounded in and impacted by communications.  Communication is the art and practice of sharing information, thoughts and feelings. Exemplary communication includes deep listening, accurate understanding of content and emotions and clearly sharing out information in a way that builds and supports the relationships between the constituents and the organization. To be successful in communication and in relationship building the place to start is with oneself. In this case we are talking about your organization so we begin by looking at the agency itself.

What are your organizational Values?

What is your organization’s Vision?

What is your organization’s Mission?

What are your organization’s Objectives?

Are these still current? Do they accurately represent your organization? If they are not an accurate representation of your organization as it is now then this will be the first step. If these are representative then you have an excellent point of reference to begin the process of building relationships and creating a communication strategy.

When designing a relationship and communication strategy there are several constituent groups that need to be considered.

First we have the internal constituents. This group includes leaders, managers, supervisors, board members, staff and volunteers. With each of these groups ask yourself, or better yet ask them, the following questions.

If you do send out these questions try to ensure the responses are anonymous. THOUGHTstream is a great online tool for this and paper and pen work well too. If you want a great visual way to see these paste the responses for each question into http://www.wordle.net/

What do you think about our organization? What’s the first thing that pops into your mind when the topic of our organization comes up? What do you say to yourself about our organization?

What do you currently feel about our organization? When you think about our organization, what emotions do you experience?

What are you currently saying to others about our organization? How often to you talk to people outside of our organization about what we do and how we do it?

What are you currently doing to actualize our organizations Vision, Values, Mission and Objectives?

The second part of this is to ask the same questions refocused on what people want to be true.

What do you want to think about our organization? What do you want the first thing that pops into your mind when the topic of our organization comes up? What do you want to be able to truthfully say to yourself about our organization?

What do you want to feel about our organization? When you think about our organization, what emotions do you want to experience?

What do you want to say to others about our organization? How often do you want to talk to people outside of our organization about what we do and how we do it?

What do you want to be able to do to actualize our organizations Vision, Values, Mission and Objectives? What are you willing and able to do?

The next step is a gap analysis. Don’t be scared off by the term. It’s a simple as noticing the gap between where you are and where you want to be.

Is there a gap between the current reality  – where you are now –  and what these constituents want to be the reality?

Is there a gap between where this group of constituents want to be reality and your organizations current Vision, Values, Mission and Objectives?

If there is a gap between the current and preferred realities then the next step is to design a plan to move the group towards the preferred to, want to, side of the gap. This will also be the beginning of your overall communication strategy.

Identifying gaps between current reality and vision is a good thing. The presence and acknowledgement of these gaps helps produce the energy and creative tension that is so critical to keeping organizations alive and growing.

The other reason for starting with the internal constituents has to do with commitment. In small organizations the passion, energy and genuine commitment of the internal constituents is crucial. These folks are the organization’s champions and they need to be more that just compliant and more than merely enrolled in the Vision and Mission. They need to own it.

Now that you have idea about what’s going on internally the next place to focus attention is the external. Who exactly are your external constituents?

Who do you serve? Who are your clients, your customers, your shareholders/stakeholders?

You have to know them. This is sometimes called the context. The context can include:

Age  Culture  Gender  Lifestyle  Economic Background  Health  Politics  Sexuality  Education  Life Experiences  Values

How do they communicate?

What channels and media are they comfortable with?

What kind of messaging do they hear most easily?

Gathering this kind of information for all of your constituent groups gives you the context and will help you build relationships and communicate more effectively.

Ideally you will  explore the same set of questions that you used with your internal group. You can use small focus groups to do this or design a simple survey for a larger sampling of the community.

What does each group of constituents think, feel, say and do about your organization currently?

What do you want them to feel, think, say and do about your organization in the future?

What do they need from you? What do you need from them?

This is known as the contract and it defines the contact and the content and form of your communication efforts. It can also help you re-align your values, vision, mission and objectives with your community’s.

This may seem like a very involved and complex process. It is, and it’s not. You probably know more than you think you do, about your organization and your constituents. You probably already have a good relationship with many of your constituent groups. The tricky part is gathering all that you do know and leveraging that existing knowledge and those existing relationships into something even greater.

Have you done this or something similar? I would love to hear about it!

Context, contract, contact, content model, also known as the 4C’s or the non-linear design model is based on model adapted by Ross Laird, Ph.D from the Group Model of the Bodynamic Institute, Denmark.

 

 

 

 

 

 

 

 

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