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Goal setting affects the work of the entire organization and the effectiveness of employees. How to implement the system in order to achieve the desired result, read the article.

From the article you will learn:

What is goal setting

Goal-setting is the definition, setting and achievement of goals. In management, the term is understood as the main stage of business planning. There are short-term, long-term goals of the company in the external and internal environment, related to personnel and production. The starting points for setting goals are: mission, vision, values \u200b\u200bof the organization, the principle of relations with competitors, problems and needs of the company.

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The starting point in setting goals is the company's vision:

  • "Here and now" - for short-term purposes;
  • "In the future" - for long-term purposes.

Goal setting and planning increases organization efficiency... The team strives to achieve the planned result, therefore it invests more strength and energy. With the help of goal-setting, employees are motivated, but in the event of several failures, employees cease to be active. To avoid this, set achievable goals, orient your staff.

Setting goals and forming goal-setting

Consider not only the benefits, but also the problems of goal setting. An organization is a community of individuals, each of whom has personal goals that do not always coincide with the objectives of the organization. Difficulties can arise at any stage of building a system.

The stages of goal setting include: analysis the current state of the organization, its mission and goals. Only after that is the development of a system in which the main goals are structured. It should include mechanisms to agree on the objectives of the stakeholders. The main instrument of agreement is goals and strategy - based on the community of long-term ideas, motivation for cooperation is formed.

Top level goals - ideals based on mission. It defines the meaning of what employees do. Since the main task of employees is to make money, they do not always share the organization's mission.

Strategic intentions - vision of the future of the company. Unlike the mission, it is associated with a certain period of time, gives an expressive picture of the future. Strategic intentions should attract employees, inspire them to do better. The vision is spread and shaped by the leader. If he is not endowed with the ability to involve, interest others, a failure occurs in the goal-setting system. The organization continues to function, but it is impossible to predict its activities. Conduct trainings, teach managers how to involve staff in general ideas.

Strategic goals fix strategic vision, define the coordinate system for the company. Long-term priorities are essential for planning — they provide the basis for aligning goals across all departments. The more clearly defined the goals, the easier it is to achieve them. Determine what the company needs to achieve in order to reach a new level of development, take a more advantageous position in the market, and find qualified personnel. Not only capture the desired outcome, but develop a behavior model.

Strategic projects necessary to achieve the set goals. It is not enough to define a goal, you need to understand how to achieve it. If a manager cannot manage the movement of personnel towards goals, seek help from outside specialists who will prepare an action plan.

Operational controlling -the level of goal-setting that is formed in the process annual planning... It includes a number of indicators: financial and economic, business processes, the organization's activities in the market, and others.

KPI refer to that part of the goal-setting system that guides employees towards personal goals that are consistent with the goals of the enterprise. Individual performance measures the performance of each employee. For maximum impact, link them to rewards. The main thing that kPI indicators played a stimulating and guiding role. Develop them taking into account the purpose of the organization, its mission.

The goal setting system includes goals, strategy, structure, ideology and processes. All elements are closely related. If the system crashes, it becomes meaningless. Develop it only after a detailed study of the company's activities. Consider what you want to achieve. The goals of the organization should not run counter to the interests of employees, otherwise it is impossible to achieve the desired result.

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The principle of building a goal-setting system

To build a system in management, use the well-known goal-setting technique - a goal tree that resembles maslow's pyramid of needs... The pinnacle is the overall goal of the organization. The formation of levels is formed in such a way as to ensure the achievement of goals that are at a higher level. Each level of the tree describes not a way to achieve goals, but a specific result, expressed by indicators. The hierarchy of goals is associated with the structure of the organization and with its characteristics.

The goal setting process can be based on the Kaplan and Norton Balanced Scorecard (BSC) methodology. It is used by organizations of all sizes and industries. If you want to use it, be clear about your goals, taking into account the organization's mission and strategy. They look like this:

  1. Become the largest company.
  2. Launch a new line of products or expand the range of services.
  3. Take to the state specific workers: famous manager, technologist, etc.

This is a practical step-by-step instruction to create an effective system of remuneration and motivation, taking into account the specifics of a particular company, especially its corporate culture and working to achieve its strategic goals. You will not only learn how to correctly form the constant and variable parts wages employees, but you will also learn how to achieve a balance of systematic and individual approaches, achieve true employee loyalty and turn their abilities into capital that brings high income.

When deciding which areas your goals will cover, limit yourself to one area, not a few. Regardless of the specifics of the area for which you are setting the task, take into account some features. This will help avoid mistakes that cause imbalance in the goal-setting system.

  1. Goals affect the top of the enterprise: if the leadership does not have clear goals, the lower levels lose direction, and people begin to believe that goal setting is not important.
  2. The goals are clearly stated. All members of the company are familiar with them. Often, subordinates have no idea about the goals - this leads to the fact that the mission becomes secondary. Remind people of key goals by asking suggestive questions... The opinion of the team about what everyone is working for is important. Considering it, adjust the action plan.
  3. Each person, unit in an organization or working group have one clear purpose. Do not assign more than 6-9 goals at once. Overloading subordinates dissipates efforts and undermines efficiency.

Don't set yourself and your employees unrealistic goals. If you do not know what the organization should achieve, conduct a detailed analysis of the activities, compare the stages of development in recent years, study the market and offerings of other firms. Think about what goal-setting methods are appropriate at this stage of development.

Diagnostics of goal setting

Check the correctness of the goals set by the methods SMART (Specific Measurable Accepted Realistic Timely), BSC-BSC (Balanced Scorecard). Perform goal setting analysis regularly so you don't lose sight of the process. For example, employees can count weekly on what stage they are on the way to achieving goals, what they plan to do.

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Objectives. The importance and value of goal setting.

Goal setting is one of the most important skills modern manbecause we actively apply its principles in all areas of our life. This process often occurs unconsciously, and sometimes conscious goal-setting.

In 2010, the journal Science published an article by professor of psychology Ruud Kusters, which substantiated the fact that the pursuit of a goal is initially initiated and achieved automatically. Many scientific researchers, engaged in their research with various practices of self-development, say that one of the most common factors of unconscious goal-setting is the state of "flow". This state, proposed by Mihai Csikszentmihalyi, represents the complete inclusion of the individual in one or another activity. In a state of "flow", a person is completely focused on his own affairs, is as involved as possible and is focused on the result. In this state, we arrive quite often, for example, when we are going on vacation or, being very hungry, in our head we are already plotting a route to the nearest McDonald's.

If we can set goals unconsciously, then how can errors appear in conscious goal setting? In fact, everything is simple to the point: very often we try to set ourselves a goal, when we do not understand what we should do and where we are striving, there are situations when we are not sufficiently involved in the process or we initially lack motivation and we strive to increase it by setting goals. Of course, this does not exclude situations where a person is involved and motivated and consciously sets goals. The prerequisites are different: habit and convenience, the need to transfer to subordinates or coordinate matters with the manager, optimization of processes, expansion of functionality, etc.

Having goals helps not only to see your path, but also to understand that you are moving towards achieving your own goals, and not working to realize the goals of others. But, for them correct setting, it is important to clearly understand what the achievement of this or that goal will give us, how it will be useful, why do we need it?

How to set goals correctly?

We have all heard, read, and without hesitation answered the question: "What should be the goals?" - "Smart!" Really. Many authors and experts say that each goal should be built according to SMART and be specific, measurable, achievable, realistic and clearly limited in time. However, another point of view also has active development - a goal limited through SMART and also limited tasks shade consciousness and do not provide an opportunity to see non-standard opportunities and ways to achieve the goal. This point of view has its right to exist, although I would like to note that a “free” approach to setting goals can also be harmful because it does not fully allow us to understand how much it turned out to achieve the goal, and what can be improved next time. In this article, we will take more “specific” approaches to goal setting.

The principle of building goals

When building goals in management, the most common approach borrowed from social sciences is used - a goal tree, which in its structure is similar to Maslow's pyramid and each previous level helps in achieving higher goals, ultimately ending in achieving the company's global goals.

The principle of goal-setting is also based on the BSC (Balanced Scorecard) system, which is based on the principle of decomposition of goals.

Goal setting methods

StrategySMART

The most popular approach to goal setting, which is a mnemonic acronym. There are several versions of the creation of this method, which date back between 1965-1981, although some experts believe that the founder of this concept is Peter Drucker, who laid the idea of \u200b\u200bsetting clearly defined goals back in 1954 in his work "Management Practice". The key idea behind this strategy is that there are five criteria that a well-defined goal must meet. Let's take a closer look at them.

Specific - The goal should be specific and simple. To achieve this criterion, it is advised to apply the 5W rule, which includes the following questions: who needs to do what, why do we do it, who is involved in the process, what are the criteria for successful completion and where does the action take place? If your goal cannot answer these questions, it may be worth taking a step back and enlarging it somewhat, or vice versa - focus on the components that meet the specified criteria and translate the goal into the framework of SMART tasks.

Measurable - it is necessary to make the goal measurable. Depending on the criteria, the rating system can vary. Any indicator can be assessed quantitatively regardless of its characteristics, the only question is which assessment will be applied - relative or absolute. In most cases, we can say with precision how much and what we want to get, however, when it comes to quality goals, there are situations when it is not possible to determine a clear amount. In this case, relative indicators are applied (decrease by 40%, increase by 2 times, etc.). The need to measure the goal is due to the fact that it allows you to track progress achieved, evaluate the result obtained and helps to more likely achieve the intended goal, since you can calculate what and in what amount needs to be done to successfully implement plans.

Achievable - a criterion for the adequacy and attainability of plans. Highly important indicator in this strategy, which makes it possible not only to check how divorced from reality the desired goal, to assess the manager for the knowledge of his employees and their capabilities, but also makes it possible to assess the aspirations and desires of the person who set the goal. At this stage, you can also check whether the goal matches the capabilities of the person, team or company. Of course, there are plenty of examples when, thanks to the burst of adrenaline, people did things that seemed impossible before, or highly motivated and passionate teams and companies made real breakthroughs or created truly amazing products or services, but there is not a single example when a person could fly into space, like a superman, or learned several languages \u200b\u200bin a day.

Relevant - relevance allows you to assess how much a given goal (or task) is needed at the moment and will help to achieve real results. In this case, it is useful to ask the following questions: is this goal worth the anticipated effort and cost in time; how feasible it is in real conditions, how much this task helps in the implementation of the plan and is there more effective methods achieving global goals?

Time-bound is the last, but not the last, item in goal setting. We can be maximally motivated and involved in the process, the goal set for us may be the most desirable and priority one, but as long as there is no clear understanding of the deadlines and specific dates, its implementation with a high degree of probability will be postponed indefinitely.

Setting a "smart" goal is the first step in the goal-setting process, since the achievement of goals, first of all, depends on their correct formulation. If we initially follow the wrong path, getting to the point of interest can be extremely difficult or even impossible.

In life and business, there are often situations when the conditions around us are constantly changing and it is difficult to formulate the ultimate goal without partial ephemerality. For such situations, Gleb Arkhangelsky suggests using the project method of goal setting.

  • defining an abstract level ("frame") of a future goal by:
    - clarification of the value system by highlighting specific values \u200b\u200b(meta-goals);
    - identifying key areas of life to which their influence extends;
    - clarification of the rules governing the nature of this influence.
  • a specific goal is specified so as not to contradict the values \u200b\u200band principles existing in this sphere of life; ensuring compliance with values;
  • planning a specific level of achieving goals: current affairs are checked for compliance with meta-goals (in contrast to the SMART-approach, when the original goal is decomposed into separate tasks);
  • determination of the time scale in which it is planned to achieve the goal - "in a week", "this year", etc. (as opposed to SMART exact timing);
  • division of cases into "hard" (tied to specific dates and times) and "soft" (planned on a time scale and taking into account the system of contexts);
  • all cases are divided into zones of attention - strategic, operational and tactical (they correspond to time scales of one year, one week and one day).

The goal-value method.

Helps to determine which of the existing goals match your meta goals.

IN this method an assessment table is used, in which each goal is signed according to the criteria in accordance with the following points: 0 - not at all important, 1- important, 2- very important. Based on the final score of each goal, you can evaluate how they affect your overgoals and understand what is really important for you.

Complete with this table, a funnel of goals can be considered, which is used as a planning tool. The core idea of \u200b\u200bthe funnel is to divide it into three functional parts. This table can be used as a way to expand the "Wheel of Life", which clearly shows where your goals are more focused at the moment. It can be applied individually once a quarter and track the dynamics of internal changes.

The first step is planning by category. In the original concept, it was assumed that you can either paint the directions of the "Wheel of Life", or take the enlarged directions of both working and general functionality. Our practice has shown that it is much more convenient if planning is carried out in somewhat narrowed categories, within which key tasks will be prescribed that are performed on an ongoing or project basis.

At the second stage, the planning of the day takes place, where tasks are distributed according to the Eisenhower matrix, based on the list that was prescribed in the categories of the first stage, as well as on newly emerging cases. In separate cells, strictly fixed tasks are entered, such as meetings, meetings, call arrangements, etc. This system allows you to fill the week strictly according to priorities, see the filling of the work schedule and optimize this process.

The third stage involves more detailed planning of the day, which allows you to set aside time to complete certain tasks or outline deadlines and anchor points throughout the day. At this level, it becomes possible to distribute all the tasks in accordance with the phases of the brain, rationality and to deal with their implementation as effectively as possible. In our work, we actively use the "third level of the goals funnel", which allows us to differentiate between different functionalities in time and build a specific structure of the day.

Ivy Lee Method

In 1918, Ivy Ledbertter Lee, a public relations pioneer, consulted Michael Schwab and encouraged his managers to pursue the following strategy:

  1. At the end of each work day, write down the six most important things to do for the next day. Do not exceed this amount.
  2. Arrange your notes in order of importance.
  3. At the beginning of each work day, concentrate on the first item on the list. Finish what you started, only then move on to the next item.
  4. Do the same for the remaining to-do list. At the end of the day, move your unfinished tasks to a new six-to-do list for the next day.
  5. Repeat this process daily.

Here we focus on the word "goals", since within each of them there can be a number of tasks that should be distinguished from each other. Making 6 calls or writing 6 letters are unambiguous process actions that cannot be recognized as full-fledged goals, and the completion of a project can take two places in the list at once.

Many experts are skeptical about the effectiveness of using "simple" methods when setting tasks and working with them, since they too simplify the structure and are not flexible in the event of force majeure and urgent tasks. However, this system has been able to prove itself perfectly, since for more than a century it has been able to see positive results. What are the advantages of this method?

First of all, the simplicity of Ivy Lee's approach allows you to focus on the really important tasks, since you initially know that your day is limited to 6 items. You don't waste your attention on an excessive to-do list and tasks. If urgent tasks arise, you either delegate them, or try to fit into the plans of the existing day, you can postpone the task to another date, or, comparing with the importance and urgency of the remaining tasks on the list, reschedule something from the previously planned one. This approach allows you to move from simple to complex: the most difficult thing is to start a particular process. When you have planned your day, you have already completed the simplest task, which is either on your list or exists in your head, which means that you have already started working with tasks and it is much easier to continue working with them. And most importantly, you become consistent. You build a whole system of actions on which you concentrate and systematically perform. It is much easier to cope with the task if other things are not distracted.

Our experience of working with goal-setting within the company shows that, in reality, 6 tasks is an objective maximum that you are able to perform in a working day with high quality and without unnecessary overexertion.

Goal setting is a huge topic, covering a large number of different nuances and directions, about which you can talk endlessly. (And we will definitely continue to share information in this direction) However, for successful work with a goal-setting, it is necessary to approach this issue systemically and step by step. First of all, it is necessary to distinguish between goals and objectives, get used to putting both on the SMART system, learn to keep a limited number of them in focus and develop a habit not only not to perform pointless actions, but also to always achieve the set goals.

A similar approach on initial stage allows you to systematically receive feedback from "smart" goals, since you can clearly see the level and degree of their implementation, and also develops the habit of systematically setting and achieving goals.

"If we set ourselves the task of improving the organization without specifying its goals, we risk offering better ways performing unnecessary functions or better ways to achieve unsatisfactory end results ", - J. O "Shaughnessy.

"93% of people have a dream that can be fulfilled by the end of the week, and they make it a lifelong dream."

"Do not set a goal too small. If you do not want much, then you will not achieve much", -Jim Rohn.

Remember, if your plans are not supported by the activity of your arms, legs, tongue and head, then all the power of these goals and plans becomes zero.

  • Define general and specific goals specifically (that is, so that you can check whether the goal has been achieved or not);
  • To achieve acceptance of assignments by performers, i.e. readiness to fulfill them;
  • Define private goals so that the overall result is as close to possible in terms of its usefulness.

You must adhere to the following rules:

  • Ensuring that a shared goal is known and understood by all who will implement it is best done when the performers are involved in setting the goal.
  • It is necessary to ensure that the set of particular goals ensures the achievement of the overall goal.
  • When discussing private goals, it is imperative to agree on all connections, that is, to fix from whom and what each performer expects to do his job. The leader must control and coordinate these connections.

Goal setting methods

  • Identify the key areas of your life. Try to keep within the "magic number" 7 + 2. Record the highlighted key areas on paper.
    • For example: myself (my abilities, inner peace, happiness), work, family, lifestyle (home, everyday life, good things), etc.
  • Determine the core values \u200b\u200bof your life. It is also desirable that there are not very many of them (7 ± 2), really focus on what is of paramount importance to you. Write them down.
    • For instance:
      • Personal growth and development, self-improvement;
      • Professionalism;
      • Freedom, independence;
      • Welfare, etc.
  • Write down the main goals of your life so far. Try not to have too many of them, so that the list includes the most significant goals.
    • For instance:
      • Become the head of the marketing department of firms;
      • "Promote" the brand X;
      • Get a second higher education;
      • Correct health;
      • Build a summer cottage with a bathhouse, etc.
  • At this stage, it is important to write down not just fantasies and dreams, but immediately carry out a "specification of the result" or check the goals against quality criteria, for example, Smart.
  • Evaluate the relationship between the goals according to the criterion: "achieving goal A will contribute to, will help achieve goal B". Show it as a diagram.
  • Assess the contribution of each goal to value. To do this, you can use the goal-value matrix, in which simple or weighted coefficients are set (for example: 0 - not important, 1 - important, 2 - very important). Filling in the goals-values \u200b\u200bmatrix is, in fact, the simplest way to “calculate” goals.
  • Prioritize - Create a hierarchy of goals. At the same time, the coefficients obtained in the "Total" column of the "goals - values" matrix by themselves can be considered as an assessment of the priority of goals. But prioritization is a responsible and creative task that cannot be solved mechanically, only through numerical grades. There are a number of prioritization rules that can be applied to make qualitative adjustments to "calculated" priorities:
    • The main values \u200b\u200b(mission statements, strategy) dictate the main goals. Thus, the highest priority should be goals, the achievement of which contributes to the implementation of the main goals of the individual;
    • Prioritization needs to ensure continuity between the past and the future. The composition of the priority goals should include equally long-term (whole life), medium-term (3-5 years), short-term goals (up to 1 year);
    • The more promising (long-term) the goal, the lower the motivation to achieve it. If all the priority goals are long-term, then there is a real possibility of being disappointed in them and never reaching them. There should be no more than three priority promising goals, and better - one;
    • When prioritizing, remember that “hot” (urgent) and “important” are different things. You can't sacrifice your main goals for the sake of momentary problems!

Goal tree

The most developed method of goal-setting is a system of procedures for forming a "tree of goals".

Development is carried out by sequential decomposition of the main goal into subgoals according to the following rules:

  • The formulation of goals should describe the desired results (condition, objects, etc.), but not the actions necessary to achieve them;
  • The formulation of the main (general) goal should describe the final result;
  • The content of the main goal should be expanded into a hierarchical structure of subgoals in such a way that the achievement of subgoals of each subsequent level becomes a necessary and sufficient condition for achieving the goals of this level;
  • At each level, subgoals should be independent and non-deducible from each other;
  • Decomposition stops when a certain elementary level is reached, when the formulation of the sub-goal allows you to start its implementation without further explanation.

In general, the principle of the "tree of goals" ensures the interconnection of many goals of different content (economic, social, political, spiritual), their coordination in order to achieve the main, single goal. The main goal directs the qualitative development of the community, the system of social relations.

The "tree of goals" is formed according to the principle "from the general to the particular." At the top is the main goal. It is divided into separate components - into intermediate goals (goals - means), on the implementation of which its achievement depends. Intermediate goals, in turn, are subdivided into more particular ones, etc. This is how the maximum concretization of management activities is achieved. This principle essentially represents the overall strategy of the process social management, the possibility of giving it a systemic character and forms a specific system of dependence, which makes it possible to determine the place and role of each goal in the process of its implementation, to differentiate them according to the degree of importance under the existing conditions of management activity.

Goal setting

  • Task number 1:

On a new piece of paper, write down five important goals you want to achieve for the rest of your life. Try to picture for yourself a possible picture of your future life, and try to set clear goals that can be translated into immediate action.

  • Task number 2:

Differentiate your life goals by time criteria. Enter in the boxes of the prepared form all the desired goals for the near and distant future.

  • Life goals.
  • Personal desires:
    • Medium-term goals (5 years).
    • Short-term goals (for the next 12 months).
  • Professional goals:
    • Long-term (life goals).
    • Medium term (5 years).
    • Short term goals (for 12 months).

After everyone has clarified for themselves the question of personal and professional purposes, it is proposed to complete a number of tasks for the analysis of personal resources and the selection of means to achieve the set goals.

  • Task number 3. Purpose - Means Analysis:

Think over what means (personal, professional, financial, time resources) are needed to achieve your goals, and compare the ideal picture with the real situation. To do this, select five important goals and determine what resources are needed to achieve them, check what you still need to achieve and where to start in order to get closer to the goal.

It is proposed to fill in the table:

  1. Goal.
  2. Facilities.
  3. What is available.
  4. What else is required.
  • Task number 4:

The last phase of the goal setting process is the concrete formulation of practical goals for the subsequent planning stage. At the same time, we must remember that the goal makes sense only when the terms of its implementation are set and the desired results are formulated.

Formulate the results of your desired goals, double-check your plans for feasibility, and set a timeline for their implementation. In addition, set short-term goals that will help you achieve your long-term, global goals (fill in the table).

  1. The sphere of life.
  2. Life goal.
  3. Significance.
  4. Implementation period.
  5. Practical goals.
  6. Execution time control.

Working with a goal

Let's start from the moment when there is only a desire to change something in your life, but it is not yet clear what exactly and how to do it.

  • Decide what exactly and in what area you want. No restrictions, no "must" and "must"! Only "want", "like" and so on. You can go from the opposite and list everything that doesn’t suit you in life, determine what you want instead.
  • Formulate a goal according to Smart or Clear or Pure criteria. What kind of goal-setting model to choose is up to you.
  • The goal should be broken down into several smaller goals, and those, in turn, into even smaller ones.

To do this, you can use the so-called mind maps.

Mind Maps (they are also mind maps, "smart maps", mind maps, and so on) - this is a simple and very effective way of transforming almost any goals into action plans. Mind maps are very actively used in life management. They allow you to visually consider what and how you need to do to achieve the goal, determine what actions should be taken, what resources you need.

Typically, mind maps are drawn in the form of a diagram with a center and "branches" radiating from it. On the branches you place explanations or pictures.

When making a mind map, your goal or task is centered. On diverging branches, you mark keywords, these words should evoke emotions in you. Follow your associations and let your fantasy run wild. New associations emerge from each branch. These new links are called second level branches. The mental map can be expanded almost indefinitely, but psychologists recommend making no more than four levels for ease of perception.

Consider a freehand mind map.Take a piece of paper. In the center, draw any geometric shape and write your clearly and correctly formulated main goal in it. Break this main goal down into several smaller goals. Draw smaller circles and write in the same clearly defined Level 2 goals. In doing so, connect the main target to the smaller targets with lines or arrows. If necessary, these small goals can be similarly split into even smaller ones, and those, in turn, into even smaller ones. It is not necessary to bring the details to the point of absurdity. As a rule, three or four levels are enough.

If desired, you can add pictures and drawings to the mental map, use different colors for its design, and so on. All this will make your mental map more emotional and lively. When you have achieved the level of goal fragmentation you need, next to each goal write a list of simple and specific actions that must be performed to achieve it.

For instance:

  • Reach an agreement.
  • Prepare.
  • Discover.
  • To report.
  • Assign.

The level of detail of the planned actions is up to you. Now all that remains is to set the exact dates for the implementation of these actions and coordinate them with your plan, if one already exists. Thus, in the end you have a clear and concrete plan of action to achieve your goal. It remains only to implement it!

Smart -s.M.A.R.T abbreviation has its own interpretation, where each letter denotes one of the criteria for the correctness of the goal formulation:

  • Specific - the goal should be specific and clear.
  • Measurable - The goal must be measurable.
  • Achievable - the goal must be achievable.

Realistic / reasonable / relevance - the goal must be realistic (otherwise acceptable or relevant). Timebound - the target must be limited in time.

For instance: "I want to receive more money... It's my goal!". Based on the Smart criteria, this goal is at least vague and vague (what does more money mean?), Immeasurable (how much more? How much?), Unlimited in time (when? By what date?). With this formulation, the probability of achieving the goal is extremely low. Or the result will be completely unsatisfactory: after all, getting more by one ruble is also "getting more money."

The Clear and Pure models are used similarly, but their criteria are naturally different from the Smart model. While these models are far less well known and less popular than the Smart, they are just as effective.

According to the model C.L.E. A.R the goal should be:

  • Introducing the challenge.
  • Legal.
  • Eco-friendly.
  • Acceptable.
  • Formulated in writing.

Accordingly, according to the model P.U.R. E... the goal should be:

  • Positive.
  • Understandable.
  • Relevant.
  • Ethical.

All cases can be classified according to the criteria of urgency and importance. The key to success is learning to separate the two and skillfully categorizing tasks into one of four categories:

  • Important and urgent.
  • Important but not urgent.
  • Not important, but urgent.
  • Not important and not urgent.

Do all tasks A first, then tasks B, then task C, and never do task D.

Experience: I did the following: every problem I decided to do was recorded in a column with problems. In addition, for each task, a value in the field of importance from 1 to 3.3 was set - very important tasks that move me towards achieving my goals. Tasks with priority 2 are tasks with normal importance, additional work on the project, training, reading articles on testing and automation. Importance 1 you got unimportant tasks that have a dubious effect, after a week you won't even remember whether you did it or not.

When the number in the "Importance" column was filled in, I selected a value between 1 and 3 in the "Urgency" column for the task. 3 received urgent tasks that had to be completed during the day, or "by yesterday". 2 - a task for a period of more than one day. 1 received tasks without a specific deadline or with a period of a week or more.

Further, according to the formula (P \u003d (I-1) * 3 + U, where P - priority, priority, I - importance, importance, U - urgency, urgency), the priority of the task was calculated (automatically) in such a way that the most important tasks, urgency prioritized tasks of equal importance. Thus, each task got a priority from 1 to 9. Sorting tasks in descending order of priority gave me a clear clue as to which task to do now (from 9 to 1). When completed, the task was marked done, and this helped me focus on the next task.

Goal setting methods

  • Track your progress. It's important to analyze your progress. This will help determine the pace of your plan, the balance of results achieved and not achieved. It is impossible to keep everything in memory, therefore, by writing down all the details, you will not forget anything and organize the information.
  • Seek support. Don't go it alone. Staying with your problems one on one, you are only wasting time to achieve your cherished goal. Consider where you can get help. In fact, it can be obtained everywhere - at the forum, at work, in the family, among friends and acquaintances, there can always be a person who can help you. In addition, you can find like-minded people: one head is good, and two is better.

Goal-setting methods from the head

One of the most important tasks of a leader - to ensure the setting of general goals and private goals for each employee. There are three main ways of solving goal-setting problems.

  • The leader himself determines the general goal for the entire team and private goals for subordinates, and then issues individual tasks.
  • The leader determines the general and specific goals on his own, then organizes their discussion and, based on the results of the discussion, independently adjusts the goals, formulates and issues tasks.
  • The leader develops a draft of a common goal. Together with the staff, he discusses and corrects it. Based on his suggestions, employees develop goals for themselves, and the manager discusses his suggestions with everyone. Only after that he discusses with everyone all the particular goals and approves them.

The way the performer is involved in setting goals, assigning work, and how he gets various assignments directly affects his motivation. The belonging of the first method to the authoritarian leadership style is quite obvious. The leader can limit himself to the fact that the common goal is known to him alone, and everyone else works according to assignments. But he cannot hope that his subordinates will strive for high results.

The leader acting in the second scenario does something to better motivation their subordinates: the common goal is known to everyone who will work on it, everyone is given a task that is understood and accepted. These moments are very significant from the point of view of motivation. With this method of setting goals, the leader maintains the necessary minimum, at which one can generally count on some kind of interest from subordinates in the work.

The third way of setting goals creates the best conditions for motivation. It is time consuming, requires the manager to be able to brainstorm decisions, and takes relatively long. When setting large goals, he is indispensable, as he is able to provide the highest motivation for subordinates. In the course of such joint development and adjustment, any employee is able to more adequately evaluate all the points important for assessing the attainability of the result.

So, correct procedure goal setting requires the manager to:

  • Determine general and specific goals specifically, that is, so that you can check whether the goal has been achieved or not;
  • Ensure the completeness of private goals necessary to achieve the general;
  • Ensure understanding of tasks by performers;
  • To achieve acceptance of tasks by performers, i.e., readiness to fulfill them;
  • Highlight connections (internal and external) that need to be monitored and coordinated;
  • Define private goals so that the overall result is as close as possible in terms of its usefulness.

It is the connection between private (individual) and general goals fixed in the course of goal-setting that can be considered the main motivating condition. For this, the very procedure for setting goals must be implemented as a procedure for joint work.

If the manager wants the goals to be not only understood by all employees, but also accepted by them as their own, and would have a motivating force, you must adhere to the following rules:

  • Performers should be involved in goal setting.
  • Goals that are too distant should not be set. The closer the goal is, the more it mobilizes.
  • Setting the lungs to achieve goals is not mobilizing, but discouraging.
  • A person is more active and makes more efforts to achieve the goals that he sets for himself. It is necessary to give subordinates the opportunity to formulate their own goals, but be sure to discuss them with them.
  • We must not allow vague goal setting, since they are uncontrollable.
  • The collection of private goals should make up a common goal.
  • If the performer doubts that he can complete the task received on time, you should not resort to the order, it is necessary to understand the source of the difficulty.
  • When discussing private goals, it is imperative to agree on all the connections, that is, to fix: from whom and what each performer expects to do his job. The leader must control and coordinate these connections.

Control - a necessary function, but most often it causes unpleasant sensations in those who are controlled. Like the way you set goals, the way you control it can vary depending on the leadership style you are pursuing.

If the manager has reason not to trust the qualifications or responsibility of one of the performers, he can tightly control him. If he deals with a qualified and responsible employee, then strict control will only harm.

Control options

  • The leader controls the work of subordinates, doing it always unexpectedly for them. Subordinates know that at any time their work can be controlled. He does not discuss with subordinates how they will eliminate the discovered deficiencies, believing that this is their problem. Determines only the time for which everything should be brought back to normal.
  • The leader rarely controls current job subordinates, especially those who, in his opinion, are doing well with their duties. When some shortcomings are unexpectedly discovered, he considers them random and is not inclined to apply sanctions to subordinates, but confines himself to asking them not to make similar mistakes in the future.
  • The manager regularly monitors the work of subordinates. At the same time, they are informed in advance about the upcoming control and are invited to prepare for it. The leader is equally interested in success and challenges. Mistakes are not considered offense. After getting acquainted with the work of the subordinate, the manager necessarily discusses with him what and how to do in order to eliminate the identified shortcomings and difficulties.

The first method can act as an anti-motivator, as it creates in the subordinate the impression of distrust on the part of the leader, lowers his self-esteem of abilities. This method can only be applied to those employees whom the manager has reason to distrust.

The second method does not even provide the necessary control component - feedback.

The third control option is the most rational.

Control can and should solve other problems, namely:

  • Emphasize an attentive, trusting and respectful attitude towards the employee, thereby increasing his self-esteem;
  • Create a positive emotional attitude in the subordinate and get away from unwanted emotional stress in communication - resentment, irritation, etc.;
  • To achieve from the subordinate a positive attitude towards criticism, understanding and acceptance of criticism, readiness to correct shortcomings;
  • Get comments from the employee about the organization and working conditions;
  • Determine together with the subordinate what, when and how to fix and whether he needs help.

In general, to make control more effective, you should follow a number of simple rules that have been tested in practice by many leaders and brought them success:

  • Monitoring should be regular and not unexpected. It should not be limited to isolated incidents.
  • There is no need to strive to control everything, it is better to focus on the most important points.
  • Don't use hidden control. In addition to resentment, annoyance and tension in relationships, he brings nothing.
  • While controlling, one must try to identify not only shortcomings, but also successes.
  • There should be no uncontrolled work areas.
  • The results of the control must be communicated to the subordinate. The negative results of the control are fruitless if they are not immediately discussed and the remedies are not found.
  • The follow-up conversation should be constructive.
  • It is important that the subordinate really (and not formally) draws appropriate conclusions for himself.
  • Control is a necessary function, but most often it causes discomfort in those who are controlled. Like the way you set goals, the way you control it can vary depending on the leadership style you are pursuing.

Aspects concerning the professional goals of the manager

    Discuss goals with subordinates. The goal, in the setting of which the employee takes part personally, becomes, in a sense, his personal goal, and hence the motive. The more subordinates have the opportunity to participate in the selection and setting of goals, the less time and effort it will take to convince them in the future! Goals dictated from above are bad goals, if only because they are "strangers", and each person is interested in his own. Involving employees in setting goals creates a sense of involvement in the affairs of the company, the importance of which is difficult to overestimate, not to mention saving the time and effort of the leader.

    When working out goals, the following circumstance should be taken into account: short-term goals contribute much more to internal mobilization than long-term ones. Think for yourself: it's one thing when there are two weeks before the exam, and it's another when it's only one night before it. Therefore, experts recommend breaking short-term goals into intermediate ones (for example, annual, quarterly, monthly, and even weekly).

    You shouldn't set too many goals. Whoever undertakes everything, more often does nothing. The volume of work should be commensurate with the capabilities of the team and your own. It is better to concentrate on a few goals: in this sense, a tit in the hands is preferable to a crane in the sky. Continuing this analogy, I note that in management, several tits in the hands after a while turn into a crane.

"Step by step method of goal setting"developed by M. Woodcock and D. Francis. For setting both personal and professional goals. Step one - clarifying the details: analyzing the current situation and answering the question of what you would like to achieve. This requires imagination and a certain freedom from unreasonable restrictions, which are currently taken for granted by you. Courage in Goal Setting should not, of course, border on recklessness and loss of a sense of reality.

Step two - finding out the possibilities. Firstly, due to personal characteristics, under the influence of emotions, the leader sometimes may not perform some actions that are appropriate in this situation. An extreme version of this is expressed by the phrase: "I have (had) no other choice"... It means that managers do not see or are unable to see all the opportunities available. In order not to go to extremes, you just need to know that the opinion "I had no other choice" is never true. Secondly, if a leader has identified all the real possibilities for achieving goals, it may turn out that some of them contradict his own values \u200b\u200bor cause excessive difficulties for the people around him. In this case, you will have to decide how acceptable these possibilities are, but in theory they still should not be discounted. The first thing to do to figure out opportunities is to find (set) as many of them as possible, whether you like them or not, whether they are ethical or not. A certain number of possibilities can (and should) be excluded, but it is psychologically correct to do this after all possible actions have been identified. The first step ends with the creation of a list of possibilities for achieving the set goal.

Step three - deciding what you need. To complete this step, it is recommended that you answer three questions: Which personal values \u200b\u200bare most important to you? What risk are you willing (and able) to take? How will your decisions affect those around you?

Step four - choice. In fact, this means that you decide to direct your efforts in one (or more) possible directions, abandoning others. Of course, there are no methods for making a choice from the available possibilities accurately. When choosing the most attractive and promising course of action, you cannot be sure that it is. At the same time, some purely psychological aspects should be taken into account: doubts in the selection process are quite acceptable. But if you have made a choice, then act. An intelligent person doubts before he has made a decision, an unwise person after.

Step five - clarification of the goal. A goal formulated vaguely, vaguely, most often remains a good wish. And as you know, the road to hell is paved with good wishes. Often, in order to achieve one goal, a number of different actions are required, and therefore a situation arises when the desired end goal is lost and the person "plunges" into routine. Mapping logical connections between common tasks and specific goals helps to avoid additional and unnecessary effort.

Step six - the establishment of temporary boundaries. For each task (strategic and tactical), strict time limits must be set.

Step seven - control of achievements. In order to track your progress, it is recommended that you take some measure of success as a basis. Objective criteria (gauges) are necessary, even if they require a rigid order. If they are, a person receives some psychological benefits: there is a feedback with work efficiency; on the way to the goal, a feeling of satisfaction arises, and success inspires; in case of failure, an opportunity is created to rethink the chosen strategy and plan new actions.

Ask yourself which of the steps you most often miss or do poorly, and you will have a basis for revising and developing your management skills.

Goal Setting Model in NLP is based on the idea of \u200b\u200ba motivating result (a well-formulated goal). Unlike many psychological trends that analyze the causes of failure, NLP asks: "What do you want?"

Conditions of a well-formulated goal:

  • The goal is formulated positively.
  • The target is under your control.
  • The goal is testable in sensory experience.
  • The goal is environmentally friendly and retains the original positive side effects.
  • The goal is in the right context.
  • The goal depends on access to resources.
  • Possible obstacles.
  • You know the first steps to achieve your goal.

Steps:

  • The goal should be formulated positively. This is a very important point. The goal should determine not what is stopping you in life, not what you do not want or what you want to get rid of. The goal should define what you want to get, what you want to have, who you want to become, what you want to achieve.
  • The target should be under your personal control. If a goal is beyond your control and its achievement does not depend on you or not only on you, then the probability of its achievement is sharply reduced. Achieving your goal should only depend on you. If this is not the case, then the goal should be revised or redefined.
  • The goal must be presented through the senses. If you can clearly imagine that you will feel, that you will see and hear when your goal is achieved, then the likelihood of its successful achievement is very high. If this causes difficulties for you, then the goal, most likely, needs to be revised or corrected. The concreteness of your ideas is also important here: what exactly do you see, hear and feel? Where exactly? How much? How much exactly? Such refinements will allow you to make the picture of achieving the goal most realistic, and the goal itself attainable.
  • The goal must be in a specific context. That is, you should indicate: when, where, with whom you want to achieve this goal. The more specific and detailed, the better. Imagine that the goal has already been achieved. Where will this happen? When will this happen? Who will surround you? What will surround you? In the process of such concretization, you can discover a lot of new things for yourself and, possibly, make significant changes, both in the goal itself and in plans for achieving it.
  • The goal must be sustainable. That is, the goal must retain all the advantages of the present position. When building something new, it is advisable not to destroy what is valuable and important that already exists. Achieving the goal should not result in significant losses in other areas of life or harm you or someone. For instance, serious goal in the field of business can demand from you prohibitive time resources, which in turn can lead to a sharp deterioration in your personal life and negatively affect the lives of people close to you. It suits you? If not, then you need to make the necessary adjustments to your goal.
  • The goal must have suitable sizes... It is wise to split this target into several smaller targets. And those, in turn, can also be broken and eventually come to the size of goals with which you are most comfortable and comfortable to work with.
  • The goal should include obstacles that may arise in the way of achieving it. That is, you need to foresee at the very beginning what internal and external obstacles you may encounter on the way to your goal. For example, if you have had your goal for a long time, then what prevented you from starting to achieve it earlier? What are your personal qualities and qualities that might hinder you in achieving your goal? What obstacles might come your way? Who or what can stop you? Think about it. Of course, at the very beginning it is unlikely to foresee absolutely all the obstacles that you may encounter in achieving your goal, but very many of them can be foreseen. This means that you can prepare for them.
  • The goal should describe the resources needed to achieve it. Resources are all you need to achieve your goal. Think about what resources you need? What resources do you already have? What resources do you need to find? And where can you find them? How can you do this?
  • The goal should describe the first concrete steps to achieve it. Plan these steps right after you've formalized your goal. What will you do to achieve your goal first? What can you do today? Maybe you can do something right now? It is very important to back up the goal setting with the first steps to achieve it. These should be very concrete and tangible steps.

By working well on your goal at the beginning, you will minimize the difficulties and obstacles that may arise in your way of achieving it, and make it much easier for yourself to achieve your goal. Good luck in setting and achieving your goals!

Avoiding problems

"What do you want to stop or avoid?" - I don't like insecurity, laziness, inability to take responsibility for myself and what is too important for me, how other people evaluate me.

  • The opposite of the problem:

"What is the opposite of a problem state?" Determine what is the opposite of the stated problem (s). I would like to be confident in myself, collected, able to take responsibility for my own actions, taking into account the opinions of others, but more focused on my own assessment.

  • Who has already done this:

"Who is already able to achieve a desired state similar to yours?"Find people who already have the qualities you want. In my opinion, these qualities are possessed by Ivan Stepanich, Rabindranath Tagore and Tarzan.

  • Using logic:

Use logical thinking and determine what qualities should be present in the desired state. I would also like to have such qualities as great efficiency, a little arrogance, the ability to learn quickly and quickly switch from one activity to another. I would like for me to be confident that I can achieve my goals and consider myself competent enough to make responsible decisions.

  • Expansion:

"What qualities related to your desired state do you already have, and which ones would you like to do more?" Determine what you already have and what you need to add. I already have attention to other people and the ability to achieve my goal. But I would like more self-confidence and just a sense of confidence in difficult situations.

  • "As if":

"If you already had the desired state fully obtained, what would you do or what else would you do?" What will you do after you achieve what you want? What are your plans? After I reach this goal, I would like to start developing in myself such qualities as professionalism and consistency.

Effective ways to set goals

  • Only certainty. No general wording. Formulations such as "I will do fitness" or "eat more fruit" are not entirely appropriate. It is very important to use measurable concepts - what day you are going to enroll, how many times a week you will practice, what rate of fruit you eat you set for yourself. Avoid the words "always" or "never". These words often make us quit what we started.
  • Make a plan. Don't wait until "someday". Formulating what you need is really just the first step. Now you need to determine what you need to achieve the goal itself, whose help you will need.
  • Write down and set a deadline. Without deadlines, your goals will remain your desires. Deadlines force action and action. It's not bad to periodically visualize your goal. Visualization brings the realization of the goal closer, since it identifies it in consciousness with something very real and obligatory.
  • Prepare for failure. There are no perfectly perfect paths to a goal. Successful people understand this and are always willing to take risks. They are not afraid of failure and failure because they know that the law of failure is one of the powerful laws of success. You need to learn to be philosophical about failure. Think of them as stages of your growth, as an obstacle to be overcome, but in the event of a mistake or failure, you should not give up on your dream.
  • Track your progress. It's important to analyze your progress. This will help determine the pace of your plan, the balance of results achieved and not achieved. It is impossible to keep everything in memory, therefore, by writing down all the details, you will not forget anything and systematize the information.
  • Seek support. Don't go it alone. Staying with your problems one on one, you are only wasting time to achieve your cherished goal. Consider where you can get help. In fact, it can be obtained everywhere - at the forum, at work, in the family, among friends and acquaintances, there can always be a person who can help you. In addition, you can find like-minded people: one head is good, and two is better.

Algorithmized questionnaire for drawing up a strategic plan

In order to arrange strategic plan, you need to thoroughly and consistently answer a number of questions:

  • Why and why am I (we) doing this?
  • What do I (we) want to achieve in the long run? Whose interests do I (we) touch upon? Who (what) will the final result affect?
  • What are the conditions (what? Who? How?) That affect the process of achieving the goal? What are the obstacles? What are the possibilities?
  • What do I (we) do well (what are the abilities) and what do I (we) do badly (what are the weaknesses)?
  • What should I (we) do immediately, first of all?
  • What should I (we) do in the future?
  • What components of the goal are the most urgent, important, promising, profitable?
  • Which points of the plan will directly help to achieve the goal, and which are secondary in terms of the final result?
  • What specific actions can minimize negative influences and the consequences, and which ones enhance the positive? Who is specifically responsible for each action? When, where and how should these actions be performed? What (what resources) is needed for this?
  • Are there components of the goal that are known to be impossible? Do you need to set new goals? Wouldn't the new action plan be more real and focused?

Life planning method

Think and describe your views by category:

  • Individual goals:
    • Style, lifestyle, desired image;
    • Spiritual, religious or philosophical position;
    • Economic activity;
    • Self-education;
    • Decisions regarding the main job;
    • Physical activity level;
    • Free time, hobbies, rest.
  • Interpersonal goals:
    • Family;
    • Friends;
    • Personal life;
    • Groups, collectives;
    • The degree of one's own leadership.
  • Long term goals:
    • Selected goals that I would like to achieve in 10, 20, 30 years;
    • What is available now will be remembered with pleasure in 10, 20, 30 years;
    • The most important of the most important are the goals that determine the meaning of your life.

Psychological method

  • Make a list of what you dream of, who and what you want to become, where to live, what to do, what to have. Concentrate. Do not limit your imagination, shorten words. Draw it if you want.
  • Look at this list and determine which future we are talking about: the near or distant. In the first case - think out the perspective, in the second - write down the near future.
  • From everything that you have written, select the four most important goals for this year, answer the question why they are the most important.
  • Test the list of four main goals against the rules for planning goals. Correct if something is wrong.
  • Now, identify the resources needed to achieve these goals: those that are and those that need to be attracted (resources - whatever is needed).
  • Think of several times when you felt you were successful and what resources you used most effectively then.
  • Write at least one page answering the question, "What kind of person do I need to be to achieve these goals?"
  • Now write about what prevents you from reaching these goals now.
  • Make a draft detailed plan achieving these goals. Start at the end (result) and end at the beginning (first step).
  • Write down the names of several people who have already achieved what you want to achieve. What helped them? Imagine each of them giving a piece of advice - write these tips down.
  • Describe or draw a picture of one of your ideal days.
  • Describe your ideal environment (place, setting, people, etc.).
  • Review these records periodically, make changes if you feel the need for this.

The method of the five main areas of life:

  • Personal.
  • Professional.
  • Social (environment, friends, social status).
  • Spiritual (inner state, faith, culture).
  • Sphere of health.

Set a goal for yourself in each area. In this case, the goal is what (or what exactly) I want. And this "What (or what)" should have a vivid image - the brighter, the better.

Draw an arrow and work through the steps: "what can I do for what I want?" and write these steps in this picture. Remember this drawing and look at it every day. The whole point is that a new day is coming and you understand that you now have another kind of opportunity - and you need to write it down. Make all five drawings for each area, compare them and be surprised. I have not yet seen another reaction from people. This is work for many days. After which there is also a periodic adjustment.

Goal setting technique

For this technique, we need a piece of paper and a pen again. The technique is performed for several days for 15-30 minutes every day.

  • Day 1. On a piece of paper, write everything that you would like to achieve in your life. At least 50 things or concepts and a maximum of at least 1000. Read and do your own thing.
  • Day 2. Exactly one day later, return to the sheet and cross out half. Less significant.
  • Day 3 and beyond. Rosno in a day to return to the sheet and cross out another half, which seems less significant.
  • Day N. This is the last day on which you leave 5-10 concepts or things on the list. These will be the most important and valuable goals in your life.

Summary

  • Any activity is purposeful.
  • The source of the goal is need. If the need is not satisfied, a desire appears, the absence of an obvious way to achieve which gives rise to a problem, and then a goal appears as something that will solve the problem.
  • The choice of a goal is purely subjective. If a goal is set or has a goal, then there is always a subject of goal-setting, whose point of view is reflected in it. The subjectivity of the goal is expressed, on the one hand, by the knowledge and understanding of the reality of the one who sets the goal, and on the other, the goal is aimed at satisfying his specific vital need.
  • It is necessary to distinguish goals from the standpoint of the subject and the object. The goal from the perspective of the subject determines the goal of analysis, description, design (creation or reorganization) and management. The goal from the position of the object determines the goal of its functioning (existence), which can be laid down during its creation or formed within it.
  • The goal can be specific or vague. In the latter case, it is necessary to introduce criteria for assessing the degree of goal achievement.
  • Goal-setting is faced with a number of problems associated with objective and subjective constraints, changes in goals over time, uncertainty in goal-setting, the dangers of substituting goals for means and mixing goals, etc.
  • Before formulating the final goal, it is necessary to conduct research on the problem being solved. In particular, it is necessary to expand the problem to a problematics: to identify and consider the problems that are essentially related to the investigated one, without taking into account which it cannot be solved.
  • Well-formulated goals should be specific, measurable, achievable, agreed, acceptable and flexible.
  • Trees of goals and problems provide essential help in goal-setting. When reorganizing or automating an object, it is possible to recommend building the following chain of "trees": a "tree" of goals (desires) of an object, a "tree" of problems of an object, a "tree" of goals of a subject. The last tree looks at possible problem solving strategies.

 

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