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Goal setting is reflected in the work of the entire organization and the effectiveness of employees. How to implement the system 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 external and in internal environment related to personnel and production. The starting points for setting goals are: the mission, vision, values of the organization, the principle of relations with competitors, the problems and needs of the company.

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The starting point in setting goals is the vision of the company:

"here and now" - for short-term goals;
"in the future" - for long-term goals.

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

Setting goals and setting goals

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

Goal setting steps include: analysis the current state of the organization, its mission and goals. Only after this is the development of a system in which the main goals are structured. It should include mechanisms for agreeing on the goals of the stakeholders. Goals and strategy serve as the main tool for coordination - based on the commonality of long-term ideas, motivation for cooperation is formed.

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

Strategic intentions- Vision for the future of the company. Unlike a mission, it is associated with a certain period of time and gives an expressive picture of the future. Strategic intentions should attract employees, inspire them to work better. The vision spreads and shapes the leader. If he is not endowed with the ability to involve, interest others, the goal-setting system fails. The organization continues to function, but it is impossible to predict its activity. Conduct trainings, teach managers how to involve staff in common ideas.

Strategic Goals fix strategic vision, define the coordinate system for the company. Long-term priorities are necessary for planning - they provide a basis for aligning the goals of 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 better position in the market, and find qualified personnel. Not only fix the desired result, but also 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 the manager cannot manage the movement of personnel towards goals, seek the help of third-party 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 directs employees towards personal goals consistent with the goals of the enterprise. Individual indicators imply the performance of each employee. For maximum effect, associate them with 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 interconnected. If there is a failure in the system, it loses its meaning. 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 tree of goals, reminiscent of 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 one level higher. Each level of the tree does not describe a way to achieve the goals, but a specific result expressed by indicators. The hierarchy of goals is associated with the structure of the organization and its features.

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 sure to articulate your goals in terms of the organization's mission and strategy. They look like this:

Become the largest company.
Release new line goods or expand the range of services.
Take on staff specific workers: a well-known manager, technologist, etc.

You have a practical step-by-step instruction to create effective system remuneration and motivation, taking into account the specifics specific company, features of 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 also learn how to achieve a balance of systemic and individual approaches, achieve true employee loyalty and turn their abilities into capital that brings high income.

When deciding which areas to target, limit yourself to one area, not several. Regardless of the specifics of the area for which you set the task, consider some features. This will help to avoid mistakes that cause imbalance in the goal-setting system.

Goals affect the top of the enterprise: if management does not have clear goals, the lower levels lose direction, and people begin to believe that setting goals is not important.
Goals are clearly defined. 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 setting suggestive questions. The opinion of the team about what everyone is working for is important. Considering it, adjust the action plan.
Every person, unit in an organization or working group have one clear purpose. Don't assign more than 6-9 targets at once. Overloading subordinates dissipates effort and undermines efficiency.

Do not set impossible goals for yourself and your employees. 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 the offers of other firms. Consider what goal-setting methods are appropriate for this stage development.

Goal setting diagnostics

Check the correctness of the goals set using the SMART (Specific Measurable Accepted Realistic Timely) and BSC-BSC (Balanced Scorecard) methods. Do a goal-setting review regularly so you don't lose sight of the process. For example, employees can report on a weekly basis about where they are on the path to achieving goals, what they plan to do.

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Goals. The importance and value of goal setting.

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

In 2010, the journal Science published an article by psychology professor 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 various practices self-development, they say that one of the most common factors of unconscious goal-setting is the state of "flow". This state, proposed by Mihaly Csikszentmihalyi, is the complete inclusion of an individual in one activity or another. In the state of “flow”, a person is completely focused on his affairs, maximally involved and focused on the result. In this state, we arrive quite often, for example, when we are going on vacation or, being very hungry, we are already laying a route in our head to the nearest McDonald's.

If we can set goals unconsciously, then how can errors occur with conscious goal setting? In fact, everything is trivially simple: very often we try to set ourselves a goal when we don’t understand what to 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. through goal setting. Of course, this does not exclude situations when a person is engaged 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, process optimization, functionality expansion, 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 achieve the goals of others. But, for them correct setting, it is important to clearly understand what the achievement of a particular goal will give us, what it will be useful for, why do we need it?

How to set goals correctly?

We have all repeatedly 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, active development also has a different point of view - a goal limited through SMART and also limited tasks blind the consciousness and do not make it possible 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 do harm because it does not fully allow you to understand how the goal was achieved and what can be improved next time. In this article, we will stick to more “concrete” approaches to goal setting.

The principle of building goals

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

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

Goal setting methods

StrategySMART

The most popular approach to goal setting, which is a mnemonic abbreviation. There are several versions of the creation of this method, which date back to between 1965-1981, although some experts believe that the founder of this concept is Peter Drucker, who laid the idea of setting 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 look at them a little closer.

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, what needs to be done, why we are doing it, who is involved in the process, what are the criteria successful implementation and where does the action take place? If your goal cannot answer these questions, it may be worth taking a step back and a little enlargement of it, or vice versa - focus on the components that meet the given criteria and translate the goal into SMART tasks.

Measurable - it is necessary to make the goal measurable. Depending on the criteria, the scoring system may vary. Any indicator can be quantified regardless of its characteristics, the only question is what assessment will be applied - relative or absolute. In most cases, we can say exactly how much and what we want to receive, however, when it comes to qualitative goals, there are situations when it is not possible to determine a clear amount. In this case, relative indicators are applied (reduce by 40%, increase by 2 times, etc.). The need to measure the goal is due to the fact that this allows you to track the progress made, evaluate the result obtained and helps you more likely to fulfill the intended goal, since you can calculate what and how much needs to be done for the successful implementation of plans.

Achievable - a criterion for the adequacy and achievability of plans. Highly important indicator in this strategy, which allows not only to check how divorced from reality the desired goal is, to evaluate the manager on the knowledge of his employees and their capabilities, but also makes it possible to evaluate the aspirations and desires of the person who set the goal. At this stage, you can also check the compliance of the goal with the capabilities of the person, team or company. Of course, there are plenty of examples of people doing things that previously seemed impossible thanks to a surge of adrenaline, or highly motivated and passionate teams and companies making a real breakthrough or creating truly amazing products or services, but there is not a single example when a person could fly into space like superman or learned several languages in a day.

Relevant - relevance allows you to assess how given goal(or task) are 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 estimated effort and time costs; to what extent it is feasible in real conditions, to what extent given task helps in the implementation of the plan and is there more effective methods achieving global goals?

Time-bound is the last item on the list, but not the last item in terms of importance in goal setting. We can be as motivated and involved as possible in the process, the goal set before us can be the most desirable and priority, but until there is a clear understanding of the timing and specific dates, its implementation will most likely be postponed indefinitely.

Setting a “smart” goal is the first step in the goal setting process, since the achievement of goals primarily depends on their correct formulation. If we initially move along the wrong path, it can be extremely difficult or completely impossible to get to the point of interest.

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 ephemeralism. For such situations, Gleb Arkhangelsky suggests using the project method of goal setting.

definition of the abstract level ("framework") future goal by:
- clarifying the system of values by highlighting specific values (meta-goals);
- identification of key areas of life to which their influence extends;
- clarification of the rules that determine the nature of this influence.
a specific goal is specified so as not to contradict the values and principles existing in this sphere of life; ensuring conformity with values;
planning for a specific level of achieving goals: current affairs are checked for compliance with meta-goals (unlike 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 exact SMART timelines);
division of cases into “hard” (tied to certain dates and times) and “soft” (planned on a time scale and taking into account the system of contexts);
all cases are distributed according to the areas of attention - strategic, operational and tactical (they correspond to time scales of one year, one week and one day).

The goal-value method.

Helps you determine which existing goals fit your meta goals.

AT this method an evaluation table is used, in which each goal is assigned according to the criteria in accordance with the following points: 0 - not important at all, 1 - important, 2 - very important. According to the final score of each goal, you can evaluate how they affect your over-goals and understand what is really important for you.

Complete with this table, a goal funnel can be considered, which is used as a planning tool. The key idea of the 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 what your goals are more focused on at the moment. It can be applied individually once a quarter and monitor the dynamics of internal changes.

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

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 from newly emerging cases. Strictly fixed tasks are entered into separate cells, such as meetings, meetings, phone calls, etc. This system allows you to fill the week strictly according to priorities, see the completion of the work schedule and optimize this process.

The third stage involves more detailed planning of the day, which allows you to allocate time for certain tasks or set deadlines and reference points throughout the day. At this level, it becomes possible to distribute all cases in accordance with the phases of the brain, rationality and most effectively engage in their implementation. In our work, we actively use the “third level of the funnel of goals”, which allows us to distinguish between different functionality in terms of time and build a specific structure of the day.

The Ivy Lee Method

In 1918, Ivy Ledbertter Lee, a public relations pioneer, consulted Michael Schwab and suggested that his managers adopt the following strategy:

At the end of each workday, write down the six most important things you need to do for the next day. Do not exceed this amount.
Arrange the recorded tasks in order of their importance.
At the start of each workday, focus on the first item on your list. Finish what you started to the end, only then move on to the next item.
Do the same with the rest of the items on the list. At the end of the day, move unfinished tasks onto a new to-do list of six for the next day.
Repeat this process daily.

Here we focus on the word “objectives”, 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 emails are single process actions that cannot be recognized as full-fledged goals, and the completion of a project can take two places on the list at once.

Many experts are skeptical about the effectiveness of using "simple" methods in setting and working with tasks, as they simplify the structure too much and are not flexible in case of force majeure and urgent tasks that arise. However this system was able to prove itself perfectly, because for more than a century it has been showing positive results. What are the advantages of this method?

First of all, the simplicity of the Ivy Lee approach allows you to focus on the really most important tasks, since you initially know that your day is limited to 6 points. You don't scatter your attention on an excessive list of to-dos and tasks. When urgent tasks arise, you either delegate them, or try to fit them into the plans of the existing day, you can reschedule the task to another date, or, comparing it with the importance and urgency of the rest of the tasks on the list, reschedule something from the previously planned. 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 easiest task that is either on your list or exists in your head, which means that you have already started working with tasks and it is already much easier to continue working with them. And most importantly, you become consistent. You are lining up whole system actions on which you concentrate and systematically perform. It is much easier to cope with the task if other things do not distract.

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

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

A similar approach to initial stage allows you to systematically receive feedback from "smart" goals, since the level and degree of their implementation is clearly visible, 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 run the risk of suggesting 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 before the end of the week, and they make it a dream of a lifetime."

"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 hands, feet, tongue and head, then the whole power of these goals and plans becomes equal to zero.

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

You must adhere to the following rules:

Ensuring that the overall goal is known and understood by all those who will implement it is best done when the performers participate in setting this goal.
It is necessary to ensure that the set of private goals ensures the achievement of a common goal.
When discussing private goals, it is imperative to agree on all connections, that is, to fix from whom and what each performer expects in order to complete his work. These connections must be controlled and coordinated by the leader.

Goal setting methods

Identify key areas of your life. Try to keep within the "magic number" 7+2. Fix the selected key areas on paper.
- For example: myself (my abilities, inner peace, happiness), work, family, lifestyle (home, life, good things), etc.
Determine the core values of 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 example:
  - Personal growth and development, self-improvement;
  - Professionalism;
  - Freedom, independence;
  - Welfare, etc.
Write down the main goals of your life at the moment. Try not to have too many of them so that the list includes the most significant goals.
- For example:
  - Become the head of the marketing department of firms;
  - "Unwind" brand X;
  - Get a second higher education;
  - Improve health;
  - Build a cottage with a bathhouse, etc.
At this stage, it is important to write down not just fantasies and dreams, but immediately conduct a "result specification" or check the goals for compliance with qualitative criteria, for example, Smart.
Assess the relationship between the goals according to the criterion: "achieving goal A will contribute to, help achieve goal B." Show this as a diagram.
Assess each goal's contribution to value. To do this, you can use the "goals - values" matrix, in which simple or weighted coefficients are set (for example: 0 - not important, 1 - important, 2 - very important). Filling in the goals-values matrix is, in fact, the simplest way to "calculate" goals.
Prioritize - create a hierarchy of goals. At the same time, the coefficients obtained in the "Result" column of the "goals - values" matrix can already be considered in themselves as an assessment of the priority of goals. But prioritization is a responsible and creative task that cannot be solved mechanically, only through numerical assessments. There are a number of prioritization rules, the application of which will help to make a qualitative adjustment of the "calculated" priorities:
- Core values (mission statements, strategy) dictate core goals. Thus, the highest priority should be the goals, the achievement of which contributes to the realization of the main goals of the individual;
- When setting priorities, it is necessary to ensure continuity between the past and the future. The priority goals should equally include 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 priority goals are long-term, then there is a real chance of being disappointed in them and never achieving them. There should be no more than three priority long-term goals, and preferably one;
- When prioritizing, you need to remember that "topical" (urgent) and "important" are two different things. You can not sacrifice the main goals for the sake of momentary problems!

Goal tree

The most developed method of goal-setting is the 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 goal statement should describe the desired outcomes (conditions, items, etc.) but not the actions required 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 the subgoals of each subsequent level becomes a necessary and sufficient condition for achieving the goals of this level;
At each level, the subgoals must be independent and non-derivable from each other;
The decomposition stops when a certain elementary level is reached, when the formulation of the subgoal allows us to proceed to 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 formation of the "tree of goals" occurs 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 divided into more specific ones, and so on. This achieves maximum precision. management activities. This principle is essentially overall strategy process social management, the possibility of giving it systemic and forms a specific system of dependency, which makes it possible to determine the place and role of each goal in the process of its implementation, to distinguish them according to the degree of importance under the existing conditions of managerial 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 paint for yourself a possible picture of your future life, and try to set clear goals that can be turned into immediate action.

Task number 2:

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

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

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

Task number 3. End-means analysis:

Think about 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 what to start in order to get closer to the goal.

It is proposed to complete the table:

Target.
Funds.
What is available.
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 deadlines for its implementation are set and the desired results are formulated.

Formulate the results of your desired goals, recheck your plans for their feasibility, and set a time frame for their implementation. In addition, set short-term goals that will contribute to the achievement of your long-term, global goals (fill in the table).

Sphere of life.
Life goal.
Significance.
Implementation period.
practical goals.
Deadline control.

Working with purpose

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 "should"! Just "want", "like" and so on. You can go from the opposite and list everything that does not suit you in life, determine what you want instead.
Formulate a goal in accordance with the Smart or Clear or Pure criteria. Which 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 mental maps.

mental maps(a.k.a. mind maps, smart maps, mind maps, and so on) is a simple and highly effective way to transform almost any goal into an action plan. Mind maps are very actively used in life management. They allow you to visually consider what needs to be done and how to achieve the goal, determine what actions should be taken, what resources you will need.

Usually mental maps are drawn in the form of a diagram with a center and "branches" radiating from it. On the branches you place explanations or drawings.

When drawing up a mental map, your goal or task is placed in the center. On divergent branches, you mark keywords, these words should evoke emotions in you. Follow your associations and let your imagination 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 no more than four levels for ease of perception.

Consider the option of drawing a mental map by hand. Take a sheet of paper. Draw any geometric figure in the center and write your clearly and correctly formulated main goal in it. Break this main goal into several smaller goals. Draw smaller circles and fill them with the same well-defined goals of the second level. At the same time, connect the main target with small targets with lines or arrows. If necessary, these small goals can be similarly broken down into even smaller ones, and those, in turn, into even smaller ones. Do not 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 alive. Once you've reached the level of goal fragmentation you want, next to each goal, write a list of simple and specific actions that you need to take to achieve it.

For example:

Reach an agreement.
Prepare.
To know.
To report.
Assign.

You determine the level of detail of the planned actions yourself. Now it remains only 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 specific plan of action to achieve your goal. It remains only to implement it!

smart- the abbreviation S.M.A.R.T has its own decoding, where each letter indicates 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 (in other cases, acceptable or relevant). Timebound - The target must be limited in time.

For example: "I want to receive more money. It is my goal!". Based on the Smart criteria, this goal is at least vague and fuzzy (what does more money mean?), immeasurable (how much more? How much exactly?), 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 one more ruble is also "getting more money."

The Clear and Pure models are used similarly, but their criteria are naturally different from the Smart model. Despite the fact that these models are much less known and less popular than Smart, they are no less effective.

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

Representing 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 lies in learning to separate these two concepts and skillfully classifying 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 tasks C, and never do tasks D.

An experience: I did the following: each task that I decided to do was recorded in the task column. In addition, for each task, a value was set in the importance field from 1 to 3.3 - very important tasks that move me towards achieving my goals. Tasks with importance 2 are tasks with normal importance, additional work on the project, training, reading articles on testing and automation. Importance 1 received unimportant tasks that had 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 entered, I chose a value from 1 to 3 in the "Urgency" column for the task. 3 received urgent tasks that needed 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 deadline of a week or more.

Further, according to the formula (P = (I-1) * 3 + U, where P - priority, I - importance, importance, U - urgency, urgency), the priority of the task was calculated (automatically) in such a way that the most important ones received the highest priority tasks, urgency distributed priority among tasks of equal importance. Thus, each task received a priority from 1 to 9. Sorting the tasks in descending order of priority gave me a clear hint for which task to do now (from 9 to 1). Upon completion, the task was marked as done, which helped me focus on the next task.

Goal setting methods

Record your progress. It is important to review your progress. This will help determine the pace of your plan, the balance of achieved and not achieved results. It is impossible to keep everything in memory, therefore, writing down all the details, you will not forget anything and systematize the information.
Look for support. Don't act alone. Staying with your problems alone, you only delay the time to achieve your cherished goal. Consider where you can get help. In fact, you can get it everywhere - on 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, but two is better.

Ways of goal setting from the leader

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 to solve problems of goal setting.

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

The way the performer is included in the development of goals, the distribution of work, and the way he receives various tasks, directly affects his motivation. The belonging of the first method to the authoritarian leadership style is quite obvious. The leader may limit himself to the fact that the general goal is known to him alone, and all the others work on assignments. But he cannot hope that his subordinates will strive for high results.

The manager, acting according to the second scenario, does something to better motivation his 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 of subordinates in the work.

The best conditions for motivation are created by the third way of setting goals. It is time-consuming, requires the manager to be able to organize a collective discussion of decisions, and takes a relatively long time. When setting large goals, it is indispensable, as it is able to provide the highest motivation for subordinates. In the course of such joint study and adjustment, any employee is able to more adequately assess all the points that are important for assessing the achievability of the result.

So, correct procedure goal setting requires the leader to:

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

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

If the leader 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.
Don't set goals too far away. The closer the target, the more it mobilizes.
Setting the lungs to achieve goals does not mobilize, but discourages.
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.
It is impossible to allow non-specific setting of goals, as they are uncontrollable.
The set of particular goals should constitute a common goal.
If the performer doubts that he can complete the received task on time, you should not resort to the order, you need to understand the source of the difficulties.
When discussing private goals, it is imperative to agree on all connections, that is, to fix: from whom and what each performer expects in order to do his job. These connections must be controlled and coordinated by the leader.

Control- a necessary function, but most often causing unpleasant sensations in those who are controlled. Like goal setting methods, control methods can be different depending on the leadership style being implemented.

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

Control options

The leader controls the work of subordinates, doing it always unexpectedly for them. Subordinates know that at any moment their work can become the object of control. He does not discuss with his subordinates how they will eliminate the identified shortcomings, believing that this is their problem. Determines only the time for which everything should be brought back to normal.
The leader is rarely in control. current work subordinates, especially those who, in his opinion, are doing their job well. When some shortcomings are suddenly discovered, he considers them accidental and is not inclined to apply sanctions to subordinates, but limits himself to asking them not to make similar mistakes in the future.
The leader regularly supervises 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 both successes and difficulties. Mistakes are not treated as faults. After seeing the work subordinate leader Be sure to discuss with him what and how to do to eliminate the identified shortcomings and difficulties.

The first method can act as an anti-motivator, as it gives 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 not to trust.

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 mood in the subordinate and get away from emotional stress that is undesirable in communication - resentment, irritation, etc .;
To achieve from the subordinate a positive attitude towards criticism, understanding and acceptance of criticism, readiness to correct shortcomings;
Obtain comments from the employee on the organization and working conditions;
Determine with the subordinate what, when and how to fix and whether he needs help.

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

Control should be regular and not unexpected. It should not be limited to individual incidents.
It is not necessary to strive to control everything, it is better to focus on the most important points.
No need to use hidden control. In addition to resentment, annoyance and tension in relationships, he brings nothing.
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. Negative control results are fruitless if they are not immediately discussed and ways to eliminate deficiencies are found.
The conversation following the results of the control should be constructive.
It is important that the subordinate really (and not formally) draw the appropriate conclusions for himself.
Control is a necessary function, but most often it causes unpleasant sensations in those who are controlled. Like goal setting methods, control methods can be different depending on the leadership style being implemented.

Aspects relating to the manager's professional goals

Discuss goals with subordinates. The goal, in the formulation 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 "alien", and each person is interested in his own. Involving employees in setting goals creates a sense of belonging to the company's affairs, the importance of which can hardly be overestimated, not to mention saving the manager's time and effort.

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

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

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

step two- Exploring opportunities. Firstly, due to personal characteristics, under the influence of emotions, the leader sometimes may not take some actions that are appropriate in a given situation. The extreme version of this is expressed by the phrase: "I don't (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 the manager has identified all the real opportunities available to him to achieve the goals, it may turn out that some of them contradict his own values or cause excessive difficulties for those 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 find out the possibilities is to find (install) as many of them as possible, whether you like them or not, whether they suit your needs. ethical principles or do not match. A certain number of possibilities can (and should) be eliminated, 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 opportunities to achieve the goal.

Step Three- deciding what you need. To implement this step, it is recommended to answer three questions: which of your personal values are most important to you? How much 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 efforts in one (or several) possible directions, abandoning others. Of course, there are no methods that allow you to make an error-free choice from the available options. Choosing the most attractive and promising course of action, you cannot be sure that this is the case. At the same time, some purely psychological points 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 unintelligent one after.

Step Five- clarification of the goal. The goal, formulated vaguely, indefinitely, most often remains a good wish. As you know, the road to hell is paved with good wishes. Often, a number of different actions are needed to achieve one goal, and therefore a situation arises when the desired final goal is lost and the person "plunges" into the routine. Mapping logical links between common tasks and specific goals helps to avoid additional and unnecessary efforts.

Step Six- setting time limits. Strict time limits must be set for each task (strategic and tactical).

step seven- Achievement control. In order to keep track of your achievements, it is recommended to take some measure of success as a basis. Objective criteria (measurements) are necessary, even if they require a rigid order. If they are, a person receives some psychological benefits: there is a feedback on the effectiveness of work; 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 perform poorly, and you will have a basis for reviewing and developing your management skills.

Goal setting model in NLP is based on the idea of a motivating result (a well-formulated goal). Unlike many psychological schools that analyze the causes of failure, NLP asks: "What do you want?"

Conditions for a well-defined goal:

The goal is stated positively.
The target is under your control.
The goal is verifiable in sensory experience.
The goal is environmentally friendly, it retains the original positive spin-offs.
The target is in the right context.
The goal depends on access to resources.
Possible obstacles.
You know the first steps to achieve the goal.

Steps:

The goal should be formulated positively. This is a very important point. The goal should not define what is bothering 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 must be under your personal control. If the goal is out of your control and its achievement depends not on you or not only on you, then the probability of achieving it is sharply reduced. Achieving the goal should depend only on you. If this is not the case, then the goal should be revised or reformulated.
The goal must be represented through the senses. If you can clearly imagine what you will feel, what you will see and hear when your goal is achieved, then the probability of successfully achieving it is very high. If this causes difficulties for you, then the goal most likely needs to be revised or adjusted. The specificity of your ideas is also important here: what exactly do you see, hear and feel? Where exactly? In what quantity? How much exactly? Such clarifications will allow you to make the picture of achieving the goal the most realistic, and the goal itself achievable.
The goal must be in a certain context. That is, you should specify: when, where, with whom you want to achieve this goal. The more specific and detailed, the better. Imagine that the goal has already been reached. Where will it take place? 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 to achieve it.
The goal should be environmentally friendly. That is, the goal must retain all the advantages of the present provision. When building something new, it is desirable not to destroy the 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 else. For example, serious goal in the field of business can require prohibitive time resources from you, 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 target must have suitable sizes. It makes sense to break this goal down into several smaller goals. And those, in turn, can also be broken down and eventually come to the size of the goals with which it is most convenient and comfortable for you to work.
The goal should include obstacles that may arise on the way to its achievement. That is, you need to foresee at the very beginning what internal and external obstacles you may encounter on the way to the goal. For example, if you have had your goal for a long time, then what prevented you from starting to achieve it earlier? What personal qualities and properties of yours can prevent you from 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. So, you can prepare for them.
The goal should describe the resources needed to achieve it. Resources are anything you need to achieve your goal. Consider what resources you will need. What resources do you already have? What resources do you need to find? And where can you find them? How can you do it?
The goal should describe the first concrete steps to achieve it. Plan these steps as soon as you have set 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 reinforce the goal setting with the first actions to achieve it. These should be very concrete and tangible steps.

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

Troubleshooting

"What do you want to stop or avoid?"- I don’t like self-doubt, laziness, inability to answer 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 problematic state?" Determine what is the opposite of the stated problem(s). I would like to be self-confident, collected, able to be responsible 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, Ivan Stepanych, Rabindranath Tagore and Tarzan have these qualities.

With logic:

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

Extension:

"What qualities related to your desired state do you already have, and what would you like to do more of?" 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 your desired state fully achieved, 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 achieve this goal, I would like to start developing such qualities as professionalism and constancy.

Effective Ways to Set a Goal

Only certainty. No general terms. Phrases 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 sign up, how many times a week you will study, what norm of fruits you eat for yourself. Avoid the words "always" or "never". These words often make us quit.
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.
Record and set a deadline. Without setting deadlines, your goals will remain your desires. Deadlines force action and action. Not bad, periodically visualize your goal. Visualization brings the realization of the goal closer, as it identifies it in the mind with something very real and obligatory.
Be prepared for failure. There are no perfectly perfect paths to the 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 treat failure philosophically. Think of them as stages in your growth, as an obstacle to overcome, but in case of a mistake or failure, you should not give up on your dream.
Record your progress. It is important to review your progress. This will help determine the pace of your plan, the balance of achieved and not achieved results. It is impossible to keep everything in memory, therefore, writing down all the details, you will not forget anything and systematize the information.
Look for support. Don't act alone. Staying alone with your problems, you only delay time to achieve your cherished goal. Consider where you can get help. In fact, you can get it everywhere - on 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, but two is better.

Algorithmized questionnaire for strategic planning

In order to issue 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 end? Whose interests am I (we) affected by this? Who (what) will be affected by the end result?
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 my abilities) and what do I (we) do poorly (what are my 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 achieve the goal, and which are secondary in terms of the final result?
What specific actions can be taken to minimize negative influences and consequences, and which ones reinforce the positive? Who specifically is 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 obviously impossible to achieve? Should new goals be set? Wouldn't the new action plan be more realistic and targeted?

Life planning method

Think and describe your views in categories:

Individual Goals:
- Style, lifestyle, desired image;
- Spiritual, religious or philosophical position;
- economic activity;
- Self-education;
- Decisions concerning the main work;
- Level of physical activity;
- Leisure time, hobbies, recreation.
Interpersonal goals:
- A family;
- Friends;
- Personal life;
- Groups, teams;
- Degree of 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. Focus. Do not limit your imagination, shorten the words. Draw it if you want.
Look at this list and determine whether the future is in question: the near future or the distant one. In the first case - think of a perspective, in the second - write down the near future.
From everything you wrote, choose 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. Please correct if something is wrong.
Now determine the resources needed to achieve these goals: those that are, and those that need to be attracted (resources - anything that is needed).
Recall a few times when you felt you had achieved success, and what resources you used most effectively at that time.
Write at least one page answering the question: "What kind of person do I need to be in order to achieve these goals?"
Now write about what is preventing you from reaching those goals right now.
Make a draft detailed plan achieving these goals. Start at the end (result) and finish 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 that each of them gives some advice - write down these tips.
Describe or draw one of your ideal days.
Describe your ideal environment (place, setting, people, etc.).
Review these records periodically and make changes as you feel the need to.

Method of the five main areas of life:

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

Set a goal for each area. At the same time, the goal is what (or what exactly) I want. And this "What (or what)" should have 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 drawing. Remember this drawing and look at it every day. The thing is that a new day comes and you understand that you now have one more opportunity - and you need to write it down. Make all five drawings for each sphere, compare them and be surprised. I have not yet seen another reaction in people. This is a job for many days. After which there is also a periodic adjustment.

goal setting technique

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

Day 1. On a piece of paper, write down everything you would like to achieve in your life. A minimum of 50 things or concepts and a maximum of at least 1000. Re-read and mind your own business.
Day 2. Exactly one day later, return to the sheet and cross out half. Less significant.
Day 3 and beyond. Rosno will return to the sheet in a day and cross out another half, which will seem 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 purpose is need. When the need is not satisfied, a desire appears, the absence of an obvious way to achieve which creates a problem, and then the goal appears as something that will solve the problem.
Target selection is purely subjective. If a goal is set or exists, then there is always a goal-setting subject 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 hand, the goal is aimed at satisfying his specific vital needs.
It is necessary to distinguish between goals from the standpoint of the subject and the object. The goal from the standpoint of the subject determines the goal of analysis, description, design (creation or reorganization) and management. From the point of view of the object, the goal determines the goal of its functioning (existence), which can be laid down during its creation or formed inside it.
The goal can be specific or vague. In the latter case, it is necessary to introduce criteria for assessing the degree of achievement of the goal.
Goal-setting faces a number of problems related to objective and subjective limitations, changing goals over time, goal-setting uncertainty, dangers of substituting goals for means and mixing goals, etc.
Before formulating the final goal, it is necessary to conduct a study of the problem being solved. In particular, it is necessary to expand the problem to a problematic: to identify and consider problems that are essentially related to the one under study, without taking into account which it cannot be solved.
Well-formulated goals should be specific, measurable, achievable, agreed, acceptable and flexible.
Significant assistance in goal setting is provided by "trees" of goals and problems. When reorganizing or automating an object, we can recommend building the following chain of "trees": a "tree" of the goals (desires) of the object, a "tree" of the object's problems, a "tree" of the subject's goals. The last "tree" considers possible strategies for solving problems.

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