Top sportsmen and women have always had to use a framework of clear goals and objectives to maximise their performance. Management in corporate life is no different.
In this series of two blog we will look at three key elements of objectives setting.
- Goals versus Objectives, defining intent and targets.
- Working Smart, so we set robust objectives
- Managing Performance, using the “OAR Model” to set and manage objectives.
This week we’ll look at Goals versus Objectives, and Working Smart
Goals versus Objectives
We often use both these words to mean the same thing however, they are quite different. Goals are broad brief statements of intent to provide focus or vision for planning. They’re nonspecific, non-measurable. For example:
- I want to be a great presenter,
- I want to be a better manager.
Objectives are realistic targets towards attaining the goal. Written in an active tense and using strong verbs like plan, right, conduct, produce. For example:
- Attend presentation skills course.
- Do a 360 review with my team.
Working Smart
Smart apply specifically to objectives, it’s a model that ensures your objectives are:
- Specific
- Measurable
- Ambitious
- Realistic
- Time-bound
Let’s take the goal of “I want to be a better manager”.One objective may be, “do a 360 review with my team”.
Is this SMART?
Specific
Just doing the review seems a bit vague. What will you do as a result?
Measurable
What are we measuring? Perhaps, we need to define the number of areas and the follow up. Identify three priority areas of development and create a plan for these areas.
Ambitious
If this is new then maybe this is ambitious enough.
Realistic
The reality check will be dependent on the usual variables, availability of people, resources and time. Again, this seems reasonable so passes the realistic test.
Time bound
Are there are a few milestones within this objective and does each have a specific time? Doing the 360, identifying needs, and creating plans, executing plans, follow up. Identify three priority areas of development and create a plan for these areas.
In part 2 next week we will look at Managing Performance, and introduce the OAR Model.
David Solomon
Managing Director, Sun and Moon Training
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