While many companies build strategic plans, research shows that most organizations fail to deliver on them. Only 30% of executives have goals aligned with the strategic plan and only 10% of employees understand the plan in the first place. This presents two critical problems that we need to address separately:
- Executives must have goals that are tied to the strategy and vision of an organization
- Employees should define how we will achieve these goals, not executives
Set inspiring strategic objectives that are connected to your vision.
A well-crafted vision statement creates an inspiring view of the future. To build an inspiring plan, it is important to connect the planning process to that vision. In our goal-setting facilitation work, we help teams craft 2-3 headline objectives that are directly tied to the organization’s vision.
This helps everybody understand how much closer the organization aims to move toward its vision during the current planning cycle. Powerful strategic objectives really help people get behind the plan and find meaning in their work. (If your vision does not inspire the team that is a different problem we should discuss.)
Create fewer, focused performance measures that prove you achieved the objectives.
In my experience, while many organizations have a vision of where they are going, most leaders do not have goals that are directly aligned with the strategic objectives. This is consistent with the findings above that only 30% of executives have goals connected to their strategic plan. There are two things that have helped our clients Achieve More Goals:
- Define very specific targets that prove the objectives have been delivered
- Focus on a smaller number of critical targets
The Objectives and Key Results (OKR) method of goal-setting developed by Intel in the 1970s does this elegantly at the organizational level. Using OKRs, the Objectives clarify how much closer we aim to move toward our future vision, while the Key Results are the irrefutable evidence that the Objectives have been achieved. If an inspector asked leaders to prove they achieved their goals, the Key Results are the evidence they would produce.
With the SupportingLines goal-setting approach, leaders help teams align in a manner that achieves more goals while also improving the human experience of work. Our approach improves collaboration and helps people see the meaning in what they do every day.
Achieve more goals with SupportingLines. If you would like to learn more about our unique, innovative approach to planning, check out the SupportingLines Cloud.