As 2012 comes to a close, we brace ourselves for the media highlight reels and the perfunctory New Year’s Resolutions. So often when I talk to people about resolutions, I see rolling eyeballs and shaking heads. At least one of the reasons that resolutions are abandoned so quickly is that people don’t know how to make them. The same can be said for business executives and how they set annual goals.
Have–Do–Be or Be–Do–Have? The first question to ask when setting a goal is, “Is this goal about having something or doing something?” The New Year’s crowd will often say they want weight loss or more money. Businesses will report they want more revenue, more customers, and better quality. The problem is that these goals do not identify any action. My experience is that the New Age axiom of “Be-Do-Have” is the progression that leads to personal and organizational transformation. Statements like “I will be fit” or “I will be more visible in the market” or “I will be more competitive” provide clarity and open possibilities for innovative action.
Is it your passion? Passionless goals and resolutions dissolve quickly. Ask yourself what are the aspects about your vocation and your life that REALLY get you excited. On the personal side, it might be travel, quality time with the family, access to education, or creative expression. For a business it might be surprising a customer by exceeding their expectations, innovation breakthroughs, or growing a more participatory culture. Successful executives are mindful of both personal and organizational passions and are certain to feature them in vision statements.
Is it specific and obtainable? It’s fine to “think big” and challenge an organization. But if you leave it up to the organization to find the way forward, you won’t find the cooperation to get the job done. I suggest taking a lofty goal and break it up into identifiable milestones. Above all, be certain who are responsible, what will be done, and when will it be complete.
What’s in the way? I’ve observed that the “secret sauce” for goal success is how obstacles are handled. There is enormous value in clarifying obstacles as long as it is handled with the understanding it cannot impact the commitment to the goal. In toxic cultures, discussing obstacles can be interpreted as weakness, complaining, or even bring into question one’s competence. In a healthy organization, managers identify discussions about obstacles as an opportunity to coax the organization to try something it’s never tried before. As an aside, guiding the transformation of a culture to tackle this issue is one of my passions.