The definition of the goal was described as an “internal technology of success.” This is one of the most important activities of your organization. If not taken seriously, this vital planning task will be useless, creating only a few high-sounding intentions, which for various reasons are soon forgotten. So, if you need complex and achievable goals, you must consider these basic principles.
1. Make sure your goals are realistic.
A goal that is too high or at high risk, with little chance of achieving, leads to disappointment and surrender. For example, it’s easy to argue that the goal of the year is: “Increase production by 150%”, but completely unrealistic with insufficient resources and unrecorded personnel.
2. Keep your goals simple.
If the goals are complex, it is unlikely that they will be clear and specific enough to focus efforts and mobilize the necessary resources. Clear, simple goals give the staff an unmistakable idea of what needs to be done.
3. Develop your goals.
When goals are imposed, rarely someone becomes associated with them. Develop goals with those who will be responsible for their achievement – your employees. Goals become a business, and thanks to personal participation, everyone will be more inclined to work towards their achievement.
4. Know why you set a goal.
For each goal that you set, ask why you think the goal is important to the organization. Be persistent in getting an answer. If the reasons do not meet your expectations, revise the goal until it requires inclusion or discontinuation.
5. Make your goals specific and measurable.
Goals should be specific, not vague, but quantitative, not qualitative. For example, instead of offering you to “become more visible” around the factory or office, it is more focused on “I will spend at least one hour a day mixing with staff in the workplace” and “I will meet weekly with leaders of the sex .” Chris Cole in Make Time puts it differently. Set the performance, not the result, the goal, says Cole. Avoid goals based on results that you can not control, advises them to expose you to failure. To save frustration, double check that you set goals for which you have as much control as possible. For example, do not put your goal as “win the race”; instead, put “Best of all.” Instead of “being respected in my community,” try to “Actively participate in the community project.” Instead of “being the best-selling seller in the company,” try “Cold call at least four new customers a week.”
6. Write goals with accountability.
Achievement of goals usually depends on who is responsible for each goal. This often creates a sense of urgency and purpose, especially when it comes to personal reputation or promotion.
7. Make your tasks timely.
There must be a time dimension that indicates when the goal is to be achieved. Linking a specific timeframe to a goal, together with individual accountability, usually leads to a more proactive approach to achieving it.
8. Write down your goals.
By combining your goals on paper and making them public, you not only transform dreams into tangible goals but also diligently fulfill their achievements – or risk losing your face.
9. Align the goals of the corporate mission.
Do not forget to link individual goals to the objectives of the group, which ultimately should be related to organizational or corporate goals.
10. Publish your goals.
The best way to achieve something is to set your goals, and then broadly cover them. If you devote yourself to a publicly defined thing at a certain time, then it is very difficult to retreat. If you do this, you will lose face, and most of us will rather do their work than judge how someone who can not deliver the goods.
11. Check progress regularly.
Schedule regular meetings to review progress with colleagues. Be honest and frank in your assessments and do not expect to achieve 100 percent. If you find that a specific goal is unattainable, that it is too ambitious, change it to the extent that is achievable. It is a good idea to establish and control subgoals as a means of ensuring a constant sense of achievement and maintaining the motivation of people along the way.
12. Make your tasks challenging.
Too low a goal, too easily achieved, offers a small problem or interest. Add a “stretch” to improve performance. Striving for our goals takes us out of our comfort zones and makes us grow with every achievement. The best goals are beyond our understanding but within our reach.