Karen Natzel, The Daily Record Newswire
There’s nothing like a new year to rally our hopes and energize us into action – until February comes and old habits win out.
Approximately 40 to 45 percent of Americans make one or more resolutions each year. We resolve to quit smoking, be healthier, get organized, become more financially responsible, spend more time with family, be a better person and generally live an improved life. By the end of the first week, 75 percent of those resolutions are maintained; after two weeks, 71 percent; after one month, 64 percent; and after six months, 46 percent, according to Proactive Change Co.
Whether resolutions are kept or not, people who explicitly make resolutions are more likely to be in pursuit — and attain — their goals than people who don’t. That’s because intentions do matter. But intentions alone are not enough.
Imagine your company as a resolution-making person: “I resolve to create a healthy and fit organization where people thrive and work is stellar. I will be more financially robust, my overhead will shrink and my profit margins will increase. I will be better structured to increase predictability and mitigate risks, while maintaining nimbleness.”
To keep this kind of resolution, you (as a company), would have to be clear about who you want to be and what your priorities are. You also would have to address the root of your ailments. You would need to examine your unhealthy habits – the politics, communication breakdowns, personality conflicts, silos, stalled initiatives, poorly defined standard operating procedures, etc. — that get in your way of achieving what you say you want.
Start by making it personal
As a leader, what will you resolve to do or be? Many of my clients have expressed a desire to delegate better, express expectations clearer, hold the team accountable better and listen better. Even something as simple as doing what you say you’re going to do can make a significant shift, because it demonstrates accountability in action, from the top.
Let’s start with vision and work backward
At the end of 2014, what would you like to look back on and feel good about? What will be different, improved, changed?
The clearer you can be about your vision, the more aligned your team will be. Integrate this vision repeatedly in a variety of communication channels. Continue to build excitement for it and belief in it.
There will inevitably be a gap between where you are now and where you want the company to be. You can start closing that gap by crafting your vision in words that claim that reality now, not in the future. Instead of “We will be…,” say “We are…”
Let’s get specific
Much has been written about how goals need to be “SMART.” This is true, yet there is still much confusion and resistance to defining goals. I believe they need to stretch you and your team, but be achievable.
We perform better when we are appropriately challenged. Goals need to be absolutely clear. Make sure they are unequivocally understood by the team members who will be responsible for executing them.
Goals should be compelling. A goal that inspires is much more likely to be achieved because there is excitement about making it come to fruition. Finally, find a way to measure goals. Some are easier than others, but all are worth knowing when you’ve accomplished the task at hand. Is it clear what is defined as success and completion?
I encourage goals to be established for the company as a whole, by departments and individually. A feasible formula: no more than three goals for the company, three for each department and one for each member of the leadership team. These goals may have different “owners,” but in reality, they are shared by all and feed into the larger vision.
Make it happen
Implementation of the goals is where the proverbial rubber hits the road. Start identifying anticipated obstacles. The better you define what’s in your way, the easier it will be tackle challenges head on and actually win the battles! Is the culture resistant to change? Do you have initiative burnout? Do you have limited resources to implement? Are there external issues that impose restrictions?
Next, be sure to create a clear, step-by-step action plan of how the goal will be achieved. Defining the incremental, logical and integrated path from “A to Z” (or even “A to C”) moves people from inertia to action. Each progressive step gets you closer to the end goal.
Define accountability
Any action plan needs to build in accountability to stay the course. When we hold each other accountable we are essentially reminding each other what we said we wanted.
When we make our goals public, we set forth our expectations and put our intentions into motion. (The more people you tell you’re going to do something, the harder it is to not do it). Create a strong support network among your team to help each other achieve stated goals. Be rigorous and be open to feedback. We can achieve more together than alone.
Make it date driven and track it
By when will the action steps and milestones be achieved? Be sure to track progress; it reinforces expectations and encourages growth. It also will nudge each other with a sense of healthy competition and heightened individual contribution. Establish ways you will report on progress and keep the conversation alive.
The pursuit of company goals should be a shared journey – one that demands the best of your team and moves you from inertia to momentum. Accomplishments must be acknowledged and celebrated; defeats should be examined and become lessons (as early in the process as possible to allow for course correction).
Make it fun. Inspire excellence. Savor the glory of achievements. Be in the upper percentile of those who make and keep resolutions and realize their goals!
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Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or karen@natzel.net.
