Setting Objectives At Work

Setting Objectives at WorkObjectives Matter to the Performance of the Organisation

The setting and agreeing of powerful objectives is pretty near the top of any list of fundamental capabilities for managers and leaders, whatever the size or business of the organisation. 

And yet, in many organisations the quality of objectives is poor at best and non-existent at worst.

The growth of an organisation is directly related to its aspirations. Aspirational situations are brought to life by powerful objectives which set the direction of travel and identify the specifics of each key milestone along the way. Aspiration helps to make work meaningful; aspiration encourages continuous, forward movement resulting in the raising of skill, knowledge and experience of people in an organisation.

6 Tips for Setting Powerful Objectives At Work

Remember:

  1. Smart organisations set SMART objectives as a way of being clear and unambiguous about their intentions.
  2. Objectives provide people with the purpose and direction they need to perform well.
  3. Objectives clarify people’s roles in relation to the roles of colleagues.
  4. Fewer well-defined objectives are more powerful in shaping performance than a long list of ill-defined objectives which are open to different interpretations.
  5. Resistance comes from people being challenged by the idea of setting objectives; people often:
  • don’t know how to set objectives
  • don’t see the value in setting objectives
  • have not yet to had a positive experience from setting objectives
  • fear failure
  • prefer their status quo and/or comfort zone

            6. Forcing people to agree to objectives will usually result in their failure to achieve them;                this is as a result of lack of ownership, engagement, interest and buy-in.

This post was written by Vicki Espin, the author of Setting Powerful Objectives Coaching Questions to help aspiring leaders and managers

  • get clear about objectives 
  • overcome resistance and get buy in
  • define exact success criteria
  • avoid potential pitfalls
About the Author: Vicki Espin
Acclaimed as one the UK’s leading executive coaches, Vicki trained as a professional, corporate and executive coach in 1990 and has won national awards for her work. An accomplished organisational conversationalist Vicki has more than 23 years’ experience of engaging senior business leaders in challenging conversations about things which impact performance in organisations. Passionate about the bottom line impact of the quality of conversations in organisations Vicki writes and co-authors with specialists an increasing library of conversation cards. The cards are designed to have an immediate impact on conversations at all levels about things which matter to organisational success and have been enthusiastically welcomed by organisations and development professionals alike.

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