Managers Tool Kit: How to Set Good Goals and Engage Your Team in Great Execution
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The document is a manager's kit focused on goal engagement and effective execution, emphasizing the importance of clear, written goals for team productivity. It provides a management model that includes setting strategic goals, defining success metrics, planning workstreams, and motivating team members through accountability and recognition. Additionally, it highlights the necessity of tracking progress and adapting to changes in goals or conditions to ensure ongoing success.
Managers Tool Kit: How to Set Good Goals and Engage Your Team in Great Execution
- 1. MANAGERS KIT: Goal Engagement & Great Execu1on
- 2. LEADERSHIP OPPORTUNITY 1. Source: Metrus Group survey 2. Source: Gallup survey People with clear, wri/en goals accomplish far more in a shorter period of 6me than people without them could ever imagine. – Brian Tracy
- 3. ENGAGE YOUR TEAM IN GREAT EXECUTION This kit provides a management model for goal engagement and great execu?on. To make the most of the kit: 1. First, view this kit in full-‐screen mode to get the whole picture. 2. Use the placeholders to deepen your thinking on goals, metrics, mo?va?on and work plans. 3. Extract pages and tailor them to communicate your model to your team at a staff mee?ng. 4. Expect it to take 4 weeks for new habits to form as you work the model. If you don’t have or haven’t communicated clear goals, there’s no ?me like the present to start!
- 4. Set & Communicate Goals Sample Goal: Iden?fy 2-‐3 strategic goals for the quarter. Use aspira?onal language to help the team get passionate about achievement. Ensure each team member understands the purpose of their work and the results you’re trying to achieve. (All the work your team does should align to achieving these goals.) 1. 2. 3. 4. 5. 1. Deliver beMer content to our users to increase ad sales opportuni1es 2. Delight customers Our Goals: “Predic1ng rain doesn’t count, building arks does.” — Warren BuffeT
- 5. Define Metrics for Success Sample Metrics: Increase page views to enable higher ad sales 40% Increase in Page Views by Year End Delight customers 100 Referrals by March 30 Define a metric that will be used to assess success and when it should be achieved. Communicate the metrics to the team so they understand how success will be measured and the value of the work. Keep the metrics visible to reduce diversions by less valuable work. “You can spend your life running up and down the field and never score.” — Bill Copeland Our Key Metrics:
- 6. Plan & Delegate Work Organize for execu?on and accountability. Define the streams of work required and team members involved. Workstreams are a way to group and monitor related effort (or the recurring func?onal ac?vi?es of your teams). Sample Workstreams • Content Development • Page & Site Design • Customer Engagement • User Experience Design 1. 2. 3. 4. 5. 6. 7. “Plan with audacity, execute with rigor.” – Chris?an Bovee Our workstreams:
- 7. Distribute & Do The Work Sample Ac1on Items • Refresh the blog page layout with new style guide by Friday (Mary) • Publish 2 third-‐party ar1cles by Thursday (Satya) • Conduct customer survey by February 20 (Brian) “The ul1mate inspira1on is the deadline.” — Nolan Bushnell Define and distribute the primary ac?on items in weekly work plans with due dates and owners. Minimize burden and maximize goal achievement by assigning significant ac?ons with precise outcomes and let the team flesh out the details. Use weekly staff mee?ngs to communicate the week’s plans and hold people accountable for prior week outcomes. Iden1fy the top 5-‐10 deliverables needed in the next two weeks to achieve your goals Our Primary Ac1on Items:
- 8. Motivate People Help your team relate their work to the goals and recognize progress. Foster purpose and passion week a_er week by staying on the plan yourself. Provide support and feedback as work progresses – be generous with “aTaboys”. “The road to success is always under construc1on.” ― Lily Tomlin Use 1on1s to reiterate and reinvigorate goals, check progress and remove obstacles. Ask what mo1vates people; incorporate it in engagement. Capture what mo1vates each staff member Iden1fy what engagement change you’ll incorporate to improve execu1on velocity: Engaging my staff:
- 9. Track Status of Key Deliverables Sample Status Refresh the blog page layout with new style guide by Friday – DONE (Mary) Publish 2 third-‐party ar1cles by Thursday – DOING late because Acme doesn’t have pub approval (Satya) Redesign landing page by Tuesday – NEXT, HI PRIORITY (Maurice) Ask for weekly status on results and for each primary ac?on and deliverable; use red/green light indicators to beTer predict and prevent execu?on issues. Use your staff mee?ngs to remove roadblocks and plan next week’s work rather than recoun?ng last week’s status. Were ac1on items expected delivered? What red flags arose and why? What is the resolu1on path for them? What ac1ons carry over to the following week? Which ac1ons should be deferred or skipped? “Don’t expect what you don’t inspect.” — Clement Stone Facts to have before staff mee1ngs:
- 10. Measure Results Measure results against the goal and metrics you’ve defined. Determine who should provide the data points on the key metric for each goal; ask them to provide it in their report. When you get great results, give great feedback; don’t hesitate to provide fact-‐based, unemo?onal feedback where improvements are needed. What will you communicate upline as progress against the organiza1on’s goals? What level deliverable? What type of red flags? What metrics? “What's measured improves.” — Peter Drucker Results you report: 0 10 20 30 40 50 60 70 80 Week 1 2 3 4 5 6 7 8 Referrals against Goal of 100 by March 30
- 11. Pivot Quickly Respond to changing compe??ve, market, resource and organiza?on condi?ons by redirec?ng efforts, changing goals, and re-‐ planning work. When overall goals change, pull the team together to communicate which facts and circumstances changed, the root cause, and changes in plan of ac?on. “Change is inevitable, progress is not.” — Max McKeown Develop a checklist for socializing and execu1ng the pivot: What facts and decisions are needed upline to get support? Have you re-‐set the team and provided logic for the shil so they move seamlessly forward? What are the new goals and metrics and have you re-‐set the work plans?
- 12. The Ask from the Team Do weekly reports directly from your list. Include ac?on items you’ve done, are doing and plan to do next. Provide comments on red flag and late items. GOALS ACTIONS STATUS RESULTS Make sure you know the goals so you’re contribu?ng to and enjoy success! Track your primary ac1on items and deliverables; update your deliverable list a_er our staff mee?ngs Update ac1on item status as it changes and indicate red flags; see and comment on peer status.
- 13. Achieve Your Q3 Goals Workboard can help you align your team’s efforts to your top ini?a?ves and close the “agreed-‐to-‐ achieved” loop. Show Me How!