Collaborative Goal Setting

Ever wonder if what you’re working on is what the organization and your boss really want — and need? Here are two things you can do immediately to limit this concern:

1. Set goals collaboratively.
2. Take stock periodically.

Set Goals Collaboratively

Create goals by working closely with your boss.  This is important because goals are the “performance contract” between you and the organization. Goals define the organization’s expectation and your commitment during each relevant performance period.

Those responsible for achieving goals must understand each goal completely.  When the individual and manager work together to create goals, there is a much better chance that each goal will be thoughtfully constructed and clearly understood. While goals can be “assigned,” think how much better they are when developed through collaboration.

Here’s why:

• Managers have an opportunity to share the organization’s wider perspective.  In this way individual goals are more likely to reflect the broader needs of the team, business unit, and organization.
• Individuals can share their strengths and weakness and leverage these insights to shape goals that maximize the likelihood of success.
• Individuals can also work closely with their manager to identify skill gaps and development opportunities and incorporate these findings in their Individual Development Plans.
• Both can engage in dialogue to develop goals that are truly SMART.  When done this way, there is little confusion – either by the manager or the individual – as to what is expected.
• Individuals develop goals that are clear, achievable and maximize the potential for optimal performance. You avoid comments like:
  • You wanted what?
  • I wish I had known that.
  • You never asked me to do that.
• People work constructively, with clear understanding and purpose. In addition, everyone is more likely to achieve goals that are consistent with the real needs of the organization.

Remember: 

Goal setting is most effective when it’s done as a collaborative effort between those who oversee and those who execute.  When done this way it has the added benefit of increasing employee engagement.

Take Stock Periodically

• Rule #1: Don’t wait for a scheduled review – especially if reviews are conducted infrequently. Be proactive. A five-minute touch base requires a small amount of time but can yield big results. Seek them out whenever you can!
• Rule #2: Make sure you understand the basis upon which your performance will be determined. What will be measured and how will measurement take place? Are designated measures subjective or objective?  Will they contain a mix of both?

Remember:

Actively taking part in setting goals and taking stock.  When you do, you’ll maximize the likelihood of having enough input and feedback to know when you’re delivering what the organization really needs or when you need to “change course.”

Your performance — both level and quality — is something about which you should never be in doubt!