How do effective leaders do goal setting and execution? - part #3

Ken Blanchard in his book, Leading At a Higher Level: Blanchard on Leadership and Creating High Performing Organizations, Prentice Hall, 2006, writes “… the goal-setting process works best when both the manager and direct report come to an initial goal setting meeting, having each thought through what key goals are appropriate for the direct report.” Furthermore, “Once both parties have shared their proposed goals, it is easier to reach agreement…. goal setting should be a joint process.” 

After 30+ years of being involved in strategic planning and goal setting, I fully agree with this statement. The desired outcome of the goal setting process is that the proposed goal is owned and understood by the person(s) who need to execute them

For us here today, let’s unpack what a SMART goal actually means. In simple terms, a SMART goal has the following characteristics:

- specific, observable, and measurable

- motivating, i.e. a person needs to know why the goal is important

- attainable

- relevant

- trackable and/or time-bound 

When a goal meets the above criterion, then the person and their supervisor are able to measure performance frequently and praise progress when appropriate.

When I see people set SMART goals, the “S” stand for “specific.” Here, the goal starts with an action oriented verb and there is a behavior associated with the goal. It is concise and it should be able to be communicated easily.

The “M” in SMART goals often focuses on being measurable more than motivating. When goal setting fails and I get called in to figure out what went wrong, I often discover that the measurement connected to the SMART goal was based on a lack of clarity about the difference between a leading measure and a lagging measure. A leading measure can be measured daily, weekly or monthly, and a leading measure is predictive. If the leading measure is effective and understood by the person or persons who have to execute the goal, then the lagging measure will be influenced and change will take place.

The “A” in a SMART goal focuses on being “achievable” or “attainable.” The problem with many goals is that they are more concept focused rather than action oriented. Effective goals are not ambiguous. Ambiguity is death to execution. 

Furthermore, effective goals and the goal setting process are personal. All involved need to have the mindset that “I own my goals and my goals own me. Executing them is a part of my regular work, and I expect my supervisor to hold me accountable to executing them successfully.” Therefore, we as supervisors need to do regular supervision, coaching and check-ins. 

One small note on achievable goals, I have observed this year that actionable goals work better when people are participating in “healthy” teams and within a healthy and well defined work place culture.

The “R” in a SMART goals focuses on being “realistic”. I also like to connect this “R” to being relevant to the strategy of the company. From experience, I have learned that many goals are not in alignment with the overall strategy of the company. I also have learned that many people also don’t understand the strategy or the strategic direction of the company. And without this level of clarity, execution of the goal can become problematic.

The “T” in a SMART goal focuses on “time”. We forget somedays that all effective goals must have a finish line. I often ask people involved in a goal setting process to answer these two questions. Upon completion, how will you know it? Most people just move on to the next thing on the list. And upon completion, how will you celebrate? We get so busy some days that we forget to celebrate when someone effective achieves a goal.

Finally, please remember this advice and counsel from Ken Blanchard in the aforementioned book: “Three to five goals are the ideal number on which peak performance can concentrate, according to most research.”

This week, share and discuss the above with your team. It is time we did goal setting better.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

How do effective leaders do goal setting and execution? - part #1

Three leaders and I were sitting around the dinner table discussing the challenges of leading in a very large and growing company when the person to my left asked me the following question: “When we get big, i.e. cross a certain size, what do we need to pay attention to that we are not currently paying attention to?” It was one of the best questions I have been asked this year.

As I explained that evening, a growing company can become intensely focused on project management at the operational level. This will result in a lack of strategic clarity and strategic development.

Second, senior leaders in companies that grow quickly will only be told what people think we want to hear, not what we should be hearing. This in combination with less and less connection and communication with front line staff and front line supervisors is a dangerous combination.

Third, quoting Ron Heifitz, “leaders die with their mouths open.” With growth, leaders can get caught in a constant information send mode and not spend enough time listening, learning and reflecting.

Fourth, many leaders of growing companies get so busy that they do not stay in touch with their mentors, their families or their friends. The result of which is that they loose access to perspective, love and support.

Finally, many leaders of rapidly growing companies forget that goal setting is the master skill. And the goal of a growing company is to set goals that people own, understand and will execute!

From my vantage point, goal setting has become more and more problematic during the last couple of years. The first problem is that the word “goal” means so many different things to so many different people. There is rarely consensus on the meaning of this term. And when we use a word within a group that is interpreted in many different ways, the outcome is confusion and frustration.

Next, everyone talks to me about the importance of having SMART goals, i.e specific, measurable, achievable, realistic and time based. However, awareness about SMART goals does not mean we actually set SMART goals. Many times our SMART goals are not very smart.

Third, for someone to be successful in creating and executing a goal, there needs to be two things in place: an understanding of why this is the goal which is not very common, and ownership of the goal. The later is equally rare because ownership only happens if there is a safe space for ownership to take place. 

We as leaders have to recognize that safe spaces for goal ownership have to take place long before we set a goal. We also have to remember that executing a goal will requires us to step outside our comfort zone, and in this place the first thing we often feel is uncomfortable and incompetent. Now there is a loosing combination of feelings.

So, this week as you begin setting goals for the coming new year, think about goal setting as a four step process, namely preparing to set a goal, setting a goal, executing a goal, and evaluating a goal. This framework in combination with the above thoughts is the first step to effective change and long term success. 

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Goal Setting and Decision-making are Interconnected

When working through the trough of chaos in the midst of interesting times, everyone is setting goals and trying to get them accomplished. Some days there are spectacular results and other days we are mediocre at best. So what is a leader to do?

First, set SMART goals, i.e. specific, measurable, achievable, realistic and time-bound. This sounds easy, but it is not easy. Most of the time when I get called in as a consultant to figure out why things are not working right within a group or a company, the problem is with the goals. They are not written clearly or are so broad that doing anything will result in “success.” In situations like this, the goals are accomplished but nothing actually got done or changed.

One small secret to successful goal setting is to create planned short term wins. Remembering the research of John Kotter in his book, Leading Change, short term wins build confidence and clarity for longer term outcomes. They also help you as the leader deal with the common problem of complacency where everyone is comfortable with a dysfunctional level of status quo rather than doing the true work of in-depth change management and execution.

The other problem with goal setting is that it is directly connected to decision-making. Most leaders think that decision-making is the singular act of making a decision. The best leaders understand that it is a four part process of preparing to make a decision, making a decision, executing a decision, and then evaluating the decision to see if it worked out effectively. This four step decision-making framework could also be translated into a four step model for setting goals, i.e. preparing to set goals, setting goals, executing the goals that are set, and finally evaluating the goals that have been set.

For us here today, the intersection between goal setting and decision-making revolves around the idea that the goal of setting a goal and making the right decisions is not just to get something done. The goal of these two steps is to build shared commitment and shared advocacy for future goals and future decisions. Anyone can get something done. The best leaders want you to get it done and in the end feel like you have accomplished something worth doing. This level of ownership and confidence of the process and the outcome helps you, the leader and the company take on the inevitable next round of problems.

This week, review the goals that you are working on this quarter. Are they SMART goals? If not, rewrite them so they are more focused and actionable. Next, ask your direct reports how they are using goals as they make important decisions. This line of inquiry will be helpful for you and for them. Remember goal setting and decision-making are interconnected.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Holding People Accountable - part #1

Accountability is the new buzz word. Just like excellence in the late 80’s and empowerment in the 90’s, everyone is talking about it and few comprehend how to actually do it.

First, we need to recognize that most people’s definition of accountability is typically a reaction to something happening or not happening rather than a proactive choice. The former happens when something or someone upsets status quo. The later happens when we as leaders are willing to take responsibility for our actions, to do what we said we were going to do, and to ask for support before we need it. In short, accountability from a leadership perspective is the willingness of a person to call their peers or direct reports on performance or behaviors that might hurt the team or the company. 

Even though it is a buzz word, accountability is still important. Without it, we can not achieve our strategic goals. Our change process will break down without it. Accountability plays a role in building ownership and it creates enhanced teamwork and trust 

After listening to many leaders talk about accountability this year, and discussing it with them, it has come clear to me that accountability in the realm of leadership is all about results. In particular, it is about driving for results through others. It starts with setting clear expectations, having well defined goals and giving feedback routinely.

Proactive accountability helps the organization reach it’s collective goals. The success of accountability reflects the depth of ownership and understanding about what are our individual and collective results. Thus, line of sight and ownership are connected. In short, the purpose of holding someone accountable is to improve their performance, to help them become a better employee, and to achieve our collective results.

The main problem with accountability right now is ambiguity. Poorly defined goals, low or unclear expectations, and irregular progress reviews or coaching sessions cause many problems. Most people being held accountable end up feeling defensive, loose their self-confidence, become more confused than clear and feel wounded rather than competent.

To successfully be held accountable and to accept it in a positive manner, people have to know their SMART goals before accountability works. But more important, they need to be clear about the results or desired outcomes we are seeking. In short, they have to know what is expected of them.

This week, gather your team together and discuss what is the difference between reactive vs. proactive accountability. It will make a world of difference.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Wanted: Goals and Execution

Listen to front line supervisors these days and most will tell you that they are barely keeping up with their work. They have no time for strategic goals. It’s all operational goals and it never ends.

Listen to middle managers these days and most will tell you that they are aware of the strategic goals but because they are so poorly or broadly written, they barely pay attention to them. They are nice but unrealistic,

Listen to senior managers these days and most will tell you that all goals, strategic or operational, need to be SMART goals, namely specific, measurable, achievable, relevant and time bound.  For them, this is the magic formula for success.

Listen to CEO’s, Presidents and Executive Directors, and most will tell you that even with SMART Goals the organization is struggling to make things happen in a timely manner. They are frustrated by the pace of change and the lack of results.

And when I listen to all of these voices, I smile and point out that SMART Goals need to translate into SMART Execution. First, many leaders, managers and supervisors fail to execute, because they assume that all SMART Goals are owned and understood by those who are going to do the work. The truth of the matter is that many goals are imposed by those who manage the work.

Second, for SMART Goals to become SMART Execution, some one needs to be actively involved in monitoring and coaching the progress on the SMART Goals. Most SMART Goals are written and shelved. They are not monitored on a regular basis and people are rarely held accountable for them.

Third, as SMART Execution takes place, we need to realize that other people’s perceptions may take time to change. We all carry preconceived notions of other people and other departments. We are prejudiced by experience and information, i.e. we carry a preconceived opinion or perspective without just grounds of sufficient knowledge. While SMART Execution may be taking place, we need to understand that changing perceptions takes time and awareness. We forget that most people during constant change are not very aware of what is happening inside or outside the organization as much as just coping.

This week, help people to write better SMART Goals but also help them to translate them into SMART Execution. They key to success is for you to become a better leader rather than for them to become a better worker. It all starts with regular coaching, supervision, and monitoring of their progress on these goals. 

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

The Goal of Coaching

Every week I listen to senior executives telling me that their mid-level managers need to become better coaches. “If they would just spend more time coaching front line supervisors and front line employees better, then we would not have the current problems that we have.” While this line of thinking is interesting, it makes some basic assumptions that are wrong. First, it assumes that mid-level managers have experienced good coaching themselves, which is rarely the case. Second, it assumes that they have the capacity to do good coaching which also is rarely the case. To expect middle managers to coach better means we need to help them become better coaches, not just expect them to be better coaches.

The first step in this process is to help middle managers understand the difference between transactive coaching and transformational coaching. The former focuses on the transferring of competencies, skills and/or techniques from one person to another. As a fine leader told me years ago, “they don’t know what they don’t know.” The later, transformational coaching, focuses on shifting people's view about themselves, their work, their values and their sense of purpose plus their view of the world around them. The combination of both methods of coaching and being conscious when you are doing each one and why transforms coaching from a random act of problem solving into a focus and structured exercise.

However, the major problem I often discover when brought in to solve a coaching problem is that few people are actually working with SMART Goals, i.e. ones that are specific, measurable, achievable, relevant and time-bound. While this may seem like such a minor point, it is nevertheless a critical one because the goal of coaching is to help someone to achieve continual outstanding performance.

K. Anders Ericsson, Michael J. Prietula, and Edward T. Cokely in their wonderful article called “The Making of an Expert” in the July-August 2007 issue of the Harvard Business Review note that expert coaches “accelerate your learning in an organized manner,” “give constructive feedback that challenges them to excel to the next level of their expertise,” and “help you become more and more independent so you are able to set your own development plans.” In essence, “good coaches help their students learn how to rely on an ‘inner coach’.”

The goal of coaching is always improved performance. The key is to figure out where to begin. Is it mind set or skill set? Answer the question and you have begun the journey in the right direction.  

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Maintaining Operational Excellence During Constant Change

“Do you ever coach more than one person in an organization?” the CEO asked me during our morning coaching session. 

“Often,” I responded. “Why do you ask?”

“I have this guy who runs one of our divisions who is really good with the customer, really good with quality but he is old school and not so good with people. 30% turnover is the norm in that division. We need to improve that and get better.”

“Yes,” I nodded. “And then you will have to balance constant change with constant improvement. This will not be easy.”

Years ago, in an early session of the From Vision to Action Leadership Training, a former agriculture salesman shared a simple truth with me, “the bigger the burger, the bigger the bun.” Right now, the burger, i.e the moment of truth when a customer engages with your products and services, is more important than ever. Therefore, we need to look at the bun, namely the four pillars that support the burger, i.e. people structure, systems and culture.

As we all know, change can come in two basic forms: doing things better or doing things differently. However, the majority of operational excellence is focused on maintaining SOP, which means doing things the same. As leaders, we at times forget that there are a lot of systems and infra-structure engaged in this level of work. We also forget that real change requires real effort. And today in companies all over the globe, most of the effort is focused on maintaining order rather than making things better or different.

Now the common solution to this situation is to generate SMART Goals, i.e. specific, measurable, achievable, relevant and time-bound goals. However from my vantage point, the real solution is to translate SMART Goals into SMART Execution. 

First, there is an assumption related to SMART Goals and operational excellence, namely that all SMART goals are owned and understood by those who are going to do the work rather than imposed by those who manage the work. From what I hear and see, ownership is low right now and imposition by external forces to do better and be more profitable is high and getting higher. For SMART Goals to become SMART Execution, we must have ownership. 

Second, SMART Execution assumes a leader, manager or supervisor is actively involved in monitoring and coaching someone on their progress related to the SMART Goals. Right now there are few good coaches and fewer people who are committed to do it. When time becomes pressurized by operational problem solving, then coaching falls by the wayside. For SMART Execution to take place, coaching is a non-negotiable. Every one must do it and participate in it on a regular basis.

As SMART Execution takes place, we need to realize that other people’s perceptions may take time to change. As we all know, each of us carries preconceived notions of other people and other departments. We are often prejudiced by experience and information. When SMART Execution takes place, we need to understand that changing perceptions takes time and awareness. Often people during constant change are not very aware as much as just coping. 

Furthermore, the more things change, the more things stay the same which is a problem during SMART Execution. Few people plan for distractions, competing goals or the proverbial “once in a lifetime” short-term profit opportunities to appear, but they do show up and it does happen. 

At the same time, few people plan and invest time and energy into the maintenance element of what ever they are seeking to change. Remember the line: If you build it, they will come. From my perspective, go ahead and build it but also remember to have dollars set aside for re-shingling the roof, fixing the toilet and providing three good meals a day. 

For many leaders, the fun is in the building of the SMART Goals. But wise people know that there is more to life than just building new goals. Someone must move from creating the goals to executing them. SMART Execution may not always be glamorous but the discipline of SMART Execution is the foundation to sustainability and excellence.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Teams and Goals

With the right people on the team, it is important for young leaders to create a high degree of clarity. The first step is to explain why the team is needed and what is the focus of the team.

Many young team leaders forget that most team members have two basic questions in mind when they join a team, namely “What are we supposed to do?” and “How will we know when we are successful?”. Creating a clear understanding about goals and metrics is mission critical to success.

As an executive coach, I often work with teams that are struggling. While there are a diversity of problems that can be happening, the most common is that a great group of people are working with extremely poor goals. At this point, I coach a young leader and the team on creating SMART goals, i.e. ones that are specific, measurable, achievable, relevant and time-bound. Well-written goals make a major difference in team success.

Next, young leaders need to clarify any expectations they have beyond the goals and metrics. For example, are all team meetings mandatory? How are problems to be solved when we disagree within the team? What do we do when we encounter a problem with another team? Taking time to discuss these issues and clarifying what is expected also solves problems before they become problems.

One element that young leaders also do not think about is the importance of shared learning and team coaching. The former can create a greater capacity for improved problem solving, and the latter can help a team improve it’s overall performance.

For those of you who are coaching young leaders, I encourage you to read the following three resources together:

- Developing A New Organizational Culture - http://www.chartyourpath.com/Organization-Culture.html

- Turning Challenges Into Achievement - http://www.chartyourpath.com/Challenges-Achievement.html

“Why Teams Don’t Work”, interview with J. Richard Hackman by Diane Coutu, Harvard Business Review, May 2009 - http://hbr.org/2009/05/why-teams-dont-work/ar/1

With careful planning in the beginning and on-going coaching, young team leaders can be successful. The key for them and for those who coach them is to remember one simple truth: what you feed, grows. Feeding clarity grows capacity.

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257