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Good goal planning is based on articulating clear objectives and action steps. It is a process whose focus is both offensive and defensive in nature.
Let’s look at the offensive and defensive strategies needed to improve the ability to forge -- and, most importantly, attain -- goals. Offensive Strategy: Articulating SMART Goals
Goal setting starts with describing exactly what you want to achieve and by when. A sound offensive strategy can be developed through the process of articulating SMART goals. The SMART acronym is a device for setting goals that are Specific, Measurable, Attainable, Realistic and have specific Time parameters. Let's use a business planning example to see how to set SMART goals. Say your company's growth strategy is to penetrate new markets. Obviously, when stated as such, this is merely a general objective. We must transform it into a precise goal by asking questions tied to the SMART criteria:
By asking goal-defining questions relative to the SMART criteria, you begin to develop the foundation of your offensive game plan. Delineating action items and schedules will flow naturally from this process. Defensive Strategy: Anticipating Obstacles
Articulating SMART goals answers questions about what we want to achieve, to what degree, and by what date. An equally important exercise is identifying the obstacles that will (or may) be encountered along the way.
Why is a defensive orientation important? Because by focusing on the things that can potentially stand in our way -- and something or other always does -- we can easily deal with, or avoid completely, obstacles if and when they arise. Let’s go back to our example.
The company in question is seeking to gain entre in new markets. Effective goal planning for this initiative would pinpoint all the likely roadblocks in the firm’s microenvironment (within the enterprise) and macroenvironment (in the global business world at large). Any number of obstacles might arise.
In this case, challenges may surface in terms of staffing. For instance, the company may find that deep industry expertise is needed by the people who will sell and deliver the services; making new hires with industry experience or conducting sales-focused training for existing staff may be required. An external obstacle might tie to financial issues. For instance, the company may find it needs to spend significantly more on promotion if competitors respond aggressively in protecting their market share. Obstacles can arise at any point in the time between setting a goal and actually achieving it. They can either be significant or minor. The planning challenge is to identify every possible pitfall, rank each one’s likelihood of occurrence, and establish an appropriate response. Importantly, if we are prepared to deal with obstacles, they will not pose as much of an obstruction when they present themselves.
Goal setting takes practice. But over time, we become able to articulate goals and devise action steps with greater ease, and we gain the ability to quickly think through the issues most likely to affect our chances of success.
When we get better at goal setting, we get better at goal achieving. And that's the goal. MARK N. CLEMENTE consults with companies and professionals in the areas of sales and marketing, organization development, and leadership. A former director of communications for Coopers & Lybrand, he is the author of four books and dozens of journal articles on management development and corporate growth. His clients have included professionals from Big Five and middle-market accounting and management consultancies, as well as Fortune 500 companies. Mark speaks worldwide before professional and academic groups, and holds a master’s degree in strategic communication and leadership. Visit his firm’s website at www.clementeonline.com or contact him at mark@clementeonline.com or by calling 201-444-9830. |
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