Chapter 7

Goal setting is critical, use the SMART M process to assist

w&t_question

I Ask

Someone asked me whether I have SMARTM goals. When I said, “Yes. I want to drive a big car,” he looked disgusted and walked away. Did I say something wrong?

w&t_exclamation

I Answer

Let me explain it to you:

A goal is an end to which you direct some specific effort in order to satisfy an unfulfilled need.

To be successful, a goal must be:

  • Specific in scope, actions, resources, alternatives.
  • Measurable in results and consumption of resources.
  • Achievable in results for participants.
  • Rewarding to participants, beneficiaries and suppliers of resources.
  • Time taken and end dates.
  • Monitor and communicate actions with action plans.

When we talk of SMARTM goals we actually refer to an acronym that provides an easy recipe for ensuring that our goals comply with the above criteria.

Specific

  • You should be able to define your goals in manageable chunks.

Measurable

  • How will I know? (See? Hear? Feel?)
  • What are the observable results?

Achievable

  • Is this within the participants’ control?
  • Does the participant have the skills, the resources and the authority?
  • Am I committed to follow through?
  • Did I communicate the plans and priorities to those around me and did they agree?

Rewarding

  • The benefit must be greater than the consumption of resources. Lack of clarity causes procrastination.

Timing

  • Get clarity and commitment on deadlines and diary time.
  • How long will it take?

Monitor

  • What are the mileposts so that I can have external monitoring that I am on track?
w&t_question

I Ask

Which processes I can apply to ensure that my goals are achieved?

w&t_binoculars

I Explain

This 6-point action plan facilitates the setting of achievable goals by asking the following questions:

  • Can we commit and get the resources?
  • Can we see a successful implementation?
  • Is the scope and plan communicated and organized so that all participants know what to do?

What is to be done?

When is it to be done?

What is the due date?

Where is it to be done?

Who is to do it?

How do we monitor?

w&t_elephant

I Advise

When a person reaches a goal, we have a “Victory Session” and celebrate. Victories celebrated give energy to keep us fuels us for the next goal.

Planing and taking ownership for ones career
Chapter 7
p.4
How do I take ownership of my own career? I’d like to plan my career journey in such a way that I make the best choices for my development. I want to proactively choose resources that will assist me on my journey.
I suggest you take the initiative and use the Ten Key Questions and Guidelines from the Walk and Talk Guide to help you plan and manage key elements of your career.
Ten Key Questions and Guidelines
What are your key job roles for customer value contribution?
Can you write down your Key Results Areas (KRA’s) and tasks?
What were your activities and involvements for the previous period?
Obtain input from your mentors and colleagues and compile an inventory of your abilities and job, life and transferable skills.
How does the way you behave match up with the behaviourial expectations of your team members and your job?
What is your ten year vision and have you set SMART goals to get there?
What career options apply to you presently:
Growing in your present job?
Moving horizontally or moving vertically?
Seeking outside opportunities?
Who do you mentor, who are your mentors and what contribution do you need from them?
What have you done about succession planning recently?
What value have you added to your company’s sustainable wealth creation ability?
Without feedback from colleagues and mentors you cannot track your progress on your Journey. Remember that you are also part of another support team and your input will be required to enable others to assess their progress.
Did you know that the Performance Management Process is a powerful tool in helping you to reach your career goals?
You will undoubtedly benefit from studying those pages.

Planing and taking ownership for one’s career

Chapter 7 p.4

w&t_question

I Ask

How do I take ownership of my own career? I’d like to plan my career journey in such a way that I make the best choices for my development. I want to proactively choose resources that will assist me on my journey.

w&t_exclamation

I Answer

I suggest you take the initiative and use the Ten Key Questions and Guidelines from the Walk and Talk Guide to help you plan and manage key elements of your career.

Ten Key Questions and Guidelines

  1. What are your key job roles for customer value contribution?
  2. Can you write down your Key Results Areas (KRA’s) and tasks?
  3. What were your activities and involvements for the previous period?
  4. Obtain input from your mentors and colleagues and compile an inventory of your abilities and job, life and transferable skills.
  5. How does the way you behave match up with the behaviourial expectations of your team members and your job?
  6. What is your ten year vision and have you set SMART goals to get there?
  7. What career options apply to you presently:
    • Growing in your present job?
    • Moving horizontally or moving vertically?
    • Seeking outside opportunities?
  8. Who do you mentor, who are your mentors and what contribution do you need from them?
  9. What have you done about succession planning recently?
  10. What value have you added to your company’s sustainable wealth creation ability?
  11. Are you considering midlife career changes, then read this post.
w&t_binoculars

I Explain

Without feedback from colleagues and mentors you cannot track your progress on your Journey. Remember that you are also part of another support team and your input will be required to enable others to assess their progress.

w&t_elephant

I Advise

Did you know that the Performance Management Process is a powerful tool in helping you to reach your career goals?

You will undoubtedly benefit from studying those pages.