How do effective leaders do goal setting and execution? - part #2

When preparing to set goals, zoom out and remember the following key information. First, engaging in goal setting and goal execution is an exercise in “disciplined optimism”, referencing the work of Oren Harari in his book, The Leadership Secrets of Colin Powell, McGraw-Hill, 2002.

Next, Bill Conaty and Ram Charan in their book, The Talent Masters: Why Smart Leaders Put People Before Numbers, Crown Business, 2010., note that much of the work of goal setting is done through role modeling. As they write, “Leaders establish the code of conduct through their own actions, questions, and openness to differing opinions in the struggle to pin down each leader’s unique blend of traits, skills, judgement, relationships and experience.” Specifically, leaders role model urgency, i.e. a belief that the goal is worth working toward.

Third, successful leaders who help others set goals understand two things:

- “Goals should build on one’s strengths, not one’s weaknesses.” - Daniel Goleman, Richard Boyatzis and Anne McKee. Primal Leadership: Realizing the Power of Emotional Intelligence, Harvard Business School Press, 2002.

- “Clarifying goals involves making sure that people understand two things: first, what they are being asked [to do is within] their area of responsibility - and second, what good performance looks like and the performance standards by which they will be evaluated.” - Ken Blanchard, Ken. Leading At a Higher Level: Blanchard on Leadership and Creating High Performing Organizations, Prentice Hall, 2006.

Fourth, effective leaders ask the following four questions when helping people prepare for goal setting because as Robert Cooper points out in his book, The Other 90%: How to Unlock Your Vast Untapped Potential For Leadership & Life, Crown Business, 2001, we have to overcome “our natural resistance to growth or change:

- What’s the most exceptional thing you've done this week?

- What the most exceptional thing you will do next week?

- What did you do this week that made you the proudest?

- Given the above answers, where did your goals fit in to these outcomes/results?

The above questions create an opportunity for in-depth reflection and understands that exceptional action is often connected to exceptionally well written goals.

Finally, Hermina Ibarra in her very good book,  Act Like A Leader, Think Like A Leader, Harvard Business Review Press, 2015, notes that effective leaders “set learning goals, not just performance based goals.” They understand the link between constant learning and continual improvement.

This week, reflect on all of the above insights and ask yourself if you and your team are ready to do the in-depth work on setting goals that will be understood, owned and executed well. If not, take the time to get better prepared for goal setting.

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

Building on strengths takes time, thoughtful attention, and a series of short term wins.

A long time ago when I was much younger, I had the opportunity to visit with a very experienced and thoughtful consultant. He shared with me that after 40 years of consulting he had learned that successful leaders and organizations build on strengths. It was many years later that the Gallup Organization confirmed this through in-depth research.

Now, many decades later, the phrase “build on strengths” is routinely stated by leaders and managers at all levels of the organization. It makes sense to people and with the research to support it, people try to do this on a regular basis.

The one thing I have noticed is that many leaders and managers forget one simple but important fact about this concept. Building on strengths takes time, thoughtful attention and a series of short term wins. It is not a one and done sort of thing. The best leaders are continually taking the time on a regular basis to keep building on strengths.

Next, these same leaders are very thoughtful in the process. Once they think they have figured out the strength of an individual or team, they are constantly checking to make sure they are correct in their assessment and adjusting their building process to make sure they are being effective.

Finally, these same leaders embrace John Kotter’s idea of helping people achieve a series of planned short term wins, i.e. confidence building steps in order for people to learn how to build on their own strengths, not just to have a leader, manager or supervisor do it.

When we commit to building on strengths, we are committed to a long term and in-depth leading and coaching process. While it takes time, it is an investment that pays back over and over again. This week make sure you know your strengths and the strengths of the members of your team. Then set them up to routinely be successful. Then, you will have created a powerful flywheel for today’s challenges and tomorrow’s opportunities.

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