O - Objective setting. How to do a good job. (A to Z Tips)
Setting regular objectives as a method of motivating and guiding your team is extremely valuable. Well-formed objectives can have a very positive impact and it is surprising how much can be achieved if everyone takes on just one element of a large task, or one small task each; it can also afford your team a much need distraction and can encourage diverse, fresh thoughts and approaches.
You might find that circumstances have made it necessary for you to review, amend or renegotiate your previous objectives, some of which may no longer be realistic or achievable.
Prioritize your objectives according to your business, which are the most pressing issues? Then, suggest the different ways you can reach the end results. Draw an action plan so that you can demonstrate the task ahead. Some members of your team will be more visual than others, so it may help them to better understand what is being asked of them.
We are all familiar with setting SMART objectives (Specific, Measurable, Achievable, Realistic and Timely), but are you aware that the standard SMART order is not an ideal way to approach objective setting?
It is better to approach an objective in the following order: by considering how measurable, achievable, realistic the task is first? Then you can be specific, and timely. But considering objectives in this order, it helps us to identify the difference between a actual objective and an aim, goal or target.
• Aims and goals relate to aspirations
• Objectives are the battle-plan to achieving your aims and goals, and you can set as many objectives as you need to ensure success
Therefore, Measurable is the critical consideration. You will recognise that you have achieved the objective because there is proof, verification, fact. Others will know too. Stating how you will record your success, will allow everyone involved determine success.
Next, comes Achievable, which is linked to realistic. There is rarely any point in starting a job you know you can't finish, or one where you can't tell whether you've have finished it or not.
To decide if a job is achievable, there are a few considerations. You have already established you can measure it, but now you need to decide if:
• others have ever completed the job, or a similar job?
• if the job possible in theory, so not 'not achievable'?
• if resources are an issue, or if you have a realistic chance of obtaining them?
• If you have assessed the limitations?
If, from the above, the task is deemed achievable, it still may not be Realistic. To determine if the job is realistic, you will need to consider the following:
• who is going to do it?
• do they have (or can they learn) the skills to do a good job?
• how will it be funded?
• who is ultimately responsible for it?
In short, realism is about human resources, time, money and opportunity.
The main reason a task may be achievable, but not realistic, is that it is not a high priority. Often, something else needs to be done first. If this is the case, you can set up numerous objectives in priority order.
The devil is in the detail. You will know your objective is specific enough if:
• everyone who is involved with it knows their role
• your objective is clear, everyone involved can understand it, you have described it simply using appropriate language
• the terms are clearly defined
Timely means setting deadlines, otherwise your objective is not measurable. Deadlines must also be realistic otherwise the task is not achievable. The timing must be Measurable, Realistic, and Specific – if it is not, your objective will fail.
Things to avoid:
• setting objectives which are not specific
• setting objectives which are unrealistic
• setting objectives which are unachievable
• not having plan, a system or process to record activities and advancement towards achieving goals
• setting deadlines which are neither achievable nor realistic
• worse still, not having a timeframe or deadline
• forgetting that situations change and that it may be necessary to review, amend or renegotiate your objectives according to circumstance
If, having read this, you do not feel that setting a simple task is worth all this effort, ask yourself ‘why do it then?’ If it is not worth the effort, perhaps it should not be an objective. If you take the time and trouble to set your tasks in this way, not only will you know you have done a good job, but so will the rest of your team.