Now you know why goals sometimes fail. LeaderX has the solution to this problem and recognizes the importance of involving the team in creating a strategy and setting goals.
It’s a top-down and bottom-up approach that is inclusive. I will walk you through a tried and tested method for creating a positive performance management (PPM) culture which is flexible, forward-focused and empowering. Issues are solved straightaway and everyone becomes accountable, responsible and motivated to deliver on their commitments – not for fear of the consequences, but because they genuinely believe in the mission. The tools can be implemented straightaway as they are designed to get you asking the important questions and to involve and engage your people and teams in finding solutions and taking accountability.
A case study
Playful strategy
Will ran a cloud technology-based business. His strategy was to grow the business through distribution partners. Whilst they would still have sales teams selling direct to customers, the focus for growth would be on creating relationships with technology suppliers to white label their product and sell, service and deliver the solution.
Although the current business processes would remain, a whole new supplier, build, and servicing process and skillset was needed. He set the direction but knew that his very capable managers would need to help form the strategy if they were going to own it.
We discussed how to create a fun, engaging and safe environment where they could stimulate their creativity, whilst focusing on strategy formation. The solution was a two-day business simulation where teams would play the role of a reseller, the operations team and support functions. Wearing different hats enabled them to identify different scenarios, walk through options and see where the opportunities and threats existed.
It was a great success. The managers were completely engaged, understood the cause and effect of their decisions, designed the strategic road map and, most importantly, were completely invested in delivering it. They pieced together the why, so they shared their common vision, strategy and goals with clarity and certainty when communicating with their teams.
The top team will set the overarching strategy for the business, but each function, site or team will need to create their own localised strategy too, which is then translated into key deliverables and metrics – your objectives. It also involves giving teams the freedom to decide what needs to be done and how.
When I work with clients, I gather the top team together in a room and ask the leader to share the short-term and long-term goals. Then all members of the team are invited to find all of the actions, projects or initiatives that can be done to deliver in the most efficient and focused way – always pinning back to company values and mission. Naturally, some ideas will fall away, but some rise to the top. These become your strategic goals and your primary focus. You are mining for the best ideas and solutions from the people who will be responsible for delivering, and through this process, you gain total commitment. This activity can be replicated in all teams throughout your business.
So, you begin to build a top and aligned set of goals. The overarching business goals that the board or top team own are then turned into regional, functional or departmental goals. Each goal becomes a project which becomes a team goal, and each project becomes a series of tasks which become individual goals. Everything should be aligned and contributing to the overarching business goals, but in a really individual and meaningful way. Because everyone on the team is involved in the process, they now understand why this objective needs to be achieved and totally own it.
They don’t want to let anyone down or be the weakest link. They are invested and committed.
MY PHILOSOPHY IS SIMPLE. THE LEADER SETS THE WHAT (VISION AND MISSION) – WE COVERED THIS IN THE MYPRESENT – AND THEN EMPOWERS OTHERS TO COME UP WITH THE HOW (GOALS).
Lucy Barkas
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