[MUSIC] Hello there. In our last segment, we introduced key performance indicators, which are those key measurements that should be established for every role within the organization. Now within these roles, we have different people, right? So we might have four project managers, or four engineers, or four sales reps. And so, each individual may have different goals that help them execute whatever it is they need to do in their position. Goals can fluctuate based on someone’s experience and tenure, the market they work in, and other factors. There's a lot of things that influence the individual goals that people have. So in this video, we're going to be talking about individual commitments or goals that we need to have with each person on our team. We'll talk about productivity and development goals and a smart process for setting goals. Let's get started. So when we think about goals, there's really two kinds of goals that we, I think, as managers, need to think about and ultimately coach to. The first type of goal is a performance goal or productivity goal. These are goals that are reflective of what someone needs to do in their job every day, every week, every month, every quarter, every year. These are the goals that drive the outcomes of the organization experiences as a result of their productivity. So these can be anything from number of calls, number of widgets, dollar amount of revenue, number of projects that are completed. These are the things that really drive the outcomes for the organization. So productivity or performance goals are one type of goal. The other type of goal are developmental goals. These are goals that are more about helping these individuals acquire the skill set and the mindset that helps them continue to grow, not just in the role that they're in, but maybe in the overall organization. And how are they going to continue to contribute and grow? So we need to look at them both developmentally and then also from a productivity perspective. So those are the two types of goals that are essential. Now when we think about setting goals I have a kind of a process that I've been following for years that actually my coaching team and I created many years ago. That I really still think is still valuable. So I'm going to talk you through what those are. It's the 5 d's of designing goals and then were going to talk about what the elements of a goal should always include. So when we're thinking about helping people improve, whether it's from a productivity perspective or a developmental perspective, these all remain true. The first one is we have to diagnose. We have to diagnose what their current performance is and what is influencing that performance. So the best way to set a new goal is to understand how someone is performing right now. And you hopefully have opportunities to do that. There are reports that you can look at. There is observation you can make. There are conversations you can have, both with the employee and with people who work with the employee. We need to accurately diagnose what is their current performance and what factors are influencing performance. Our next step is that we need to design the goal. So what is the goal or committment that will help best develop what we're looking for from this particular employee. So if I am looking for someone to increase their productivity as it relates to their projects, what kind of goal can be set? There's the goal on the productivity goal, which is increased from five projects every six months to eight. That's a productivity goal. Then there's the development goal. What is that someone has to be able to do better or more of to go from five to eight, right? Do they need to learn a new skill? Do they need to start to use a different technology? Do they need to be involved in a different part of the organization? Would they benefit from some mentoring? What are the developmental goals that will also help them achieve the productivity goal? Because here's the thing that's really, really important to remember, just because you tell someone to do something as a goal, doesn't mean it's going to happen. [LAUGH] So I can't just say, you've been making 35 calls a day, now I want you to make 50. There's a skill set involved in improving people's performance. There always has to be. There's a skill set and a mindset, which we're going to talk about more in our future lessons. But we have to recognize that there's always a way to help people improve, and it's not necessarily just by changing the number. Sometimes we have to developmentally consider what does someone have to do to improve. So first we diagnose, then we design the goal. Then we deploy. Then we ask someone to start working. We deploy. They are executing on the work and the commitment they have made. They're moving forward. That's where all the work happens. Then we discuss. Whatever your coaching structure is that you ultimately design as a result of this program will be the coaching structure that you follow. And that's where these discussions take place. How well has the employee achieved their commitment? Are they making progress? Are they hitting their benchmarks? And what is the employee's perspective on this goal? Are there things that need to be changed? In the discuss phase, this is when we're meeting with our employees and we're discussing and reviewing their progress on their goals. And the last piece, the last segment, last element is of this goal design is determining did the goal get met. Did the employee meet what they said they would do? And if they did, awesome, what's next? If they didn't, okay, what do we need to figure out, help them with, so that they can move forward and achieve the goal? Right? So we diagnose what the current performance is, we design a goal that helps them achieve higher productivity and development, we deploy, we let that work happen, we review and discuss their progress, and then we determine their ability and their success with achieving the goal. Those are really the elements of effectively developing individual goals and commitments. Now the elements that are essential within a goal are those SMART elements, which you may have heard before, because it's a long-standing, effective tool to help you know if a goal is going to be meaningful and effective. A goal should be specific. It should be detailed. I should know what that goal is. If it's vague, it's too hard to achieve. It should be measurable. Everything is measurable. I know that sometimes people really want to resist that, but everything is. And the best thing you can do about that piece is ask yourself and your employee how will we know you did this. [LAUGH] Whatever this is, right? How will we know it's done? That's how we measure it. Goals need to be aligned to the employee's performance, to their job, and to the organization. Goals need to be reasonable, meaning that we have to really think about what are we asking people to do, based on everything else that's going on in their current position or based on the market or based on the company and the resources available. Are the goals that we're setting for people reasonable and are they timely? Meaning will you know not only how to measure if it got done, but will you know when it needs to be done. And I will say that that is probably the one that so many people don't add to their goals. So they'll say, okay, you need to get this project completed and we'll know it's done because we will have this many new clients. And we're going to have this and we're going to have that. But there's no time date to it, right? And the best, honestly, if there's nothing else you can measure, you can measure by when something is completed. Time is a very important one. So the elements of SMART are specific, measurable, aligned, reasonable, and timely. And every goal that you set, you want to make sure that it meets these requirements, because then we know there's no fudge space. There's no room in there for people to kind of squirm around and say well, yeah, but I didn't and all. It's clean. It's very clear that these are the expectations with each individual goal. Setting individual goals are really, honestly a cornerstone to effective coaching. If we don't have goals set with our employees we cannot coach them. So key performance indicators help us know what the role is responsible for. Individual goals and commitments help us know what this particular person in the role is responsible for. So we're going to talk more about how those start to show up as it relates to coaching and accountability. But these are the elements that everything we've talked about so far, mission, purpose, vision, expectations, key performance indicators, and individual commitments or goals. Those are the elements that fall under process. The three Ps of performance, those are your process, mission, purpose, vision, expectations, key performance indicators and individual commitments, those elements are what drive your ability to pull performance out of an organization and out of a team. In summary, here are few things to remember. Because skill sets and experience vary, individuals with the same role can have different goals, because we're at different levels. We have different competencies. And as we're helping people grow, we have to be able to look at the individual, not just the role. There are two types of goals that we set for people. We set productivity goals and we set developmental goals. And think about when you're setting goals, remember those elements of setting a goal, right? We want to diagnose, we want to design, we want to deploy, we want to discuss, and then we want to determine how well has someone achieved the goal. There are key elements also of goals that we call SMART, the SMART elements. Is a goal specific, measurable, aligned, reasonable, and timely? All key elements to make sure we're setting good goals. And at the end of the day, goal setting is at the cornerstone of effective coaching. If we don't have goals and if we don't have key performance indicators for individual positions, it's very difficult as a coach to be able to develop someone, because you don't have any way to really measure their progress. So all of these elements are essential if we want to build an effective coaching culture.
