Making S.M.A.R.T.E.R Goals for Your Organization

On a recent meeting with our C-Level Share Group, we talked about the importance of a goal to motivate a team —- okay, we’ve all heard this before. So we did a Google search and how many hits came up on S.M.A.R.T. Goals. 38, 800, 000 resources are available about this topics. While 8,880 search results are available for S.M.A.R.T.er Goals.

Source: http://trackmaven.com/blog/2014/01/smarter-marketing-goals/

S.M.A.R.T.E.R GOALS infographic

 

 

 

 

 

 

 

 

 

 

 

As much as possible, your Goals should be:

Specific – target a specific area for improvement.

  • What are you trying to do?
  • Where is it going to happen?

Measurable – quantify or at least suggest an indicator of progress, if the goal is not measurable it cannot be possible to track progress.  Usually, but not limited to numbers or percentages.

3 How’s:

  • How much?
  • How many?
  • How will I know it has been accomplished?

Attainable – goals should be possible to achieve without unrealistic effort.

  • Which goals are the most likely to be achieved?
  • Is there at least a 50% probability of success?

Realistic – state what results can realistically be achieved, given available resources.

  • Does your team’s goals align to your key issues?
  • Do your goals make “sense”?
  • Are these goals worth doing?
  • Do they benefit your organization in a significant way?

Timebound – specify when the result(s) can be achieved. Goals need a target date and the team’s commitment to the deadline.

  • Does the deadline allow you to deliver all of the results?
  • What can be done today, in the next few weeks, months?

Evaluate – Constant evaluation of goals are essential in reaching those goals.

  • Be aware of changing factors in plans.

Re-do – After evaluation make sure to re-do goals that need changing

  • Change details necessary to make goals successful.

Source: Meyer, J. Paul, “Attitude Is Everything.” NTEN-The Nonprofit Technology Enterprise Network

 

Why are S.M.A.R.T.E.R Goals important for your organization? Setting concrete goals for yourself and your organization make you more likely to attain those the results that the goal promises. Through strategic planning your organization can bring your goals to life.  A large factor in an organization’s lack of execution is in the overall strategy. How can you begin to set goals? Document your strategies over time with a deadline in place. Consistency is key to keep track of success.


 

Samantha Rijos, Social Media Marketing Coordinator & Jack Mastrianni, Practice Leader, Leadership Development

 

The World Cup Has Me Thinking – 3 Lessons For Teams

Watching the World Cup games had me thinking about players who usually play in their “premier” leagues joining a “national team” – a few thoughts that might correlate with your business team:

1. Put them in a new uniform – but the same uniform all the others wear – What is symbolic of a uniform on your team? ONBOARD FAST!

2. Ask them to communicate in their primary language – What common business language is used in your organization? TEACH THEM QUICKLY!

3. They prepare – they identify opponent’s weaknesses? What is your competitive advantage –do you really know how to use it? MAKE SURE EVERYONE KNOWS IT!

Stay tuned for our upcoming webinar series to learn some of these techniques!

GlobalEdg Approaching 8 Year Anniversary!

GlobalEdg is celebrating our anniversary of eight years in business. We have been fortunate to work with some great organizations of all sizes. You have told us we are making a difference in how leaders collaborate, how organizations solve problems, and add value to.

Thank you! We are attaching an updated GlobalEdg overview. Again, thank you for your ongoing support,

Paul Butler

President & Founder of GlobalEdg

Does Your Organization Think Strategically? Sit through any meeting and you will know right away!

Does this sound familiar? While at a recent new product planning session, Jim was leading a cross-functional team meeting. Several people were presenting updates on the team’s progress. Although the meeting started well, it quickly became obvious that the meeting was going to end without addressing the real problem at hand.  Much was discussed, good ideas were shared; but as the conversations dragged on, people became less engaged – (some actually left before the meeting was over) and the meeting ended with … you fill in the blank ____!

How people think, the language they use, how they make decisions and solve problems in any organization will tell us if they have developed and are applying strategic thinking capability.  A 2013 study from the Management Research Group illustrates leaders who are effective strategic thinkers are six times more likely to be seen as effective and four times more likely to be identified as a high performer.  Strategic leaders take a different approach to problem solving. “Leaders who are able to think in multiple time frames, identifying what they’re trying to accomplish over time and what has to happen now, in six months, in a year, in three years to get there” are much more effective … Robert Kabacoff writes in the  Harvard Business Review (2.7.14).

Our research has identified eight critical skill dimensions necessary for success in building strategic leadership & thinking capability through your organization.

  1. Challenging Assumptions: Having an open mind, willing to challenge accepted beliefs and raise new concerns.
  2. Vital Few:  Focusing on the vital few issues versus tackling everything. Analyzing and concluding effectively enhances clarity, directs focus and promotes balance.
  3. Facts v. Opinions: Using facts to make decisions and reaching meaningful, valid conclusions; opinions and conjecture do not provide accurate support.
  4. Scope: Determining the appropriate “scope of analysis” to address the right issues within your control.
  5. Linkage: Connecting ideas both upstream and downstream allows for systematic thinking; what’s up front informs what is to follow.
  6. Process: A structured approach that employs a common language for identifying business issues.
  7. Assessment: Routinely assessing internal and external issues that lead to conclusions and implications for action.
  8. Planning: Creating strategies, measures and developing initiatives that will successfully address overarching  business issues.

Each dimension is important — How does your team, function, organization stack up? To find out more about our research contact us at pbutler@globaledg.com

GlobalEdg Launches New Product & Service on Executing Business Strategies

Southbury, CT, March 31, 2014 - GlobalEdg, a management-consulting firm focused on organizational development announced today the launch of a new product and service. The A.C.E (Alignment, Collaboration and Execution) system is designed to help translate business strategy into action. Its purpose is to build the capability in leaders on how to best execute strategies. The product and service is a follow-up to GlobalEdg’s world-renown, STAR (Strategic, Thinking, Action and Results) methodology which has over 3,000 Alumni. “We are excited to work with our clients as they continue to look for proven solutions on how to build their capabilities in the all-important area of how to best deliver on organizational strategies; and ACE is designed to do just that,” said Paul Butler, President of GlobalEdg.

The product is a result of multi-year effort that combines our research and client work.  What we found is that execution has a lot to do with organizational alignment, cross functional/team collaboration and building a results-based execution plan. These three elements, Alignment, Collaboration and Execution form the basis of ACE,” adds Butler.

The program has been successfully tested in several companies over the last six months.

What your organization gets are leaders who are better able to:

· Focus limited resources (time, money, and people) on the right work.

· Navigate the matrix organization leaders are playing in.

· Improved understanding of stakeholder needs and how to influence effectively.

· Clarity on the right results and the right resources needed to succeed.

About GlobalEdg

GlobalEdg is a company dedicated to helping organizations WIN by building leadership & team capability infocusing and executing on what’s most important, and aligning and engaging people to deliver exceptional results. GlobalEdg’s model is to teach organizations how to integrate these practices into the way they work. GlobalEdg’s methodology is “Leaders Teaching Leaders” and has been used by leaders in many of the world’s most successful companies.

For additional information regarding this press release, please contact Paul Butler at pbutler@globaledg.com orjyoung@globaledg.com or call (203) 304-1820.

GlobalEdg, LLC.       (203) 304-1820 www.GlobalEdg.com

What Will Your Brand Stand For In 2017?

New York Times Business Read.

After 127 years, Is the Coca Cola Brand really becoming irrelevant? What do you think?

Is your company brand a competitive advantage???  Thousands of executives who are alumni of our strategic thinking program identify this as one that is most sustainable competitive advantage for top and bottom-line growth (Sustainable means it can drive growth and profit for any organization for 3+ years). How differently will your brand be received in the marketplace in the year 2017? Read about Coke — click on the link below!

http://www.nytimes.com/2014/03/01/business/challenges-for-coke-to-stay-on-top.html?rref=business

Learn how to identify and leverage your completive advantage!!!

Join us for our world renown strategic thinking program – STAR (Strategic Thinking – Action – Results) taking place in Boston on May 6-7, 2014.

Information and Registration : http://globaledg.com/workshop2014.php

Strategic Thinking & Leadership Seminar [Video]

Strategic Thinking & Leadership Seminar

President, Paul Butler of GlobalEdg in Newtown, CT, speaking to executives on how to improve leadership skills and strategically think to improve company profitability. Paul has taught and influenced many corporate executives using his STAR program.

For more information on GlobalEdg products and services visit GlobalEdg’s website @ www.globaledg.com.

‘Follow’ GlobalEdg on Twitter @paulatglobaledg, ‘Like’ us on Facebook, and ‘Follow’ our company page on LinkedIn.

Why do organizations often add complexity with Strategy & Execution? — “Stuff” gets in the way!

Does you organization’s approach to strategy and execution becomes bureaucratic and cause people to add complexity? What happens? Stuff gets in the way. By “Stuff” I mean organization structures such as policies /procedures, design elements, behaviors and processes that exist in any organization – no matter the size. We know they exist — even if they or “written or unwritten.”
How do you reduce complexity and simplify your organization? How do you become faster, yet not lose what makes you successful?
Well the important question is how do you simplify and get at that “Stuff”? We have found that a structured and disciplined approach to this dilemma.
Structure must drive simplicity. It is the structure and approach to strategy and execution that makes a difference Here is how we simplify both:
First, focus on strategic thinking not planning. Learning some easy – to – understand principles and an easy- to-remember process —can make a real difference. Principles such as focusing on scope, linking analysis to solutions, being fact-based and using the law of the vital few can serve as a filter for the following process: 1) Determine what is going on; 2) Identify what actions you need to take; and 3) Communicate what will the impact be. This will drive clear thinking and subsequently and a clear set of choices. Think STAR — Strategic Thinking – Action – Results!
Secondly, everything is about execution. However, many organizations create what we call activity cultures. You should focus on Results and not activities. Try this — Work backwards from a due date, with different people committing to deliver results bring. This will bring commitment and clarity, drive a different behavior and makes it easy to understand who is accountable for delivering a plan. It will manage project scope, costs and time in a way that will take unnecessary “Stuff” that slows things down and hurts quality. Here, as with strategy three easy steps make a difference: 1) align those responsible on the initiative; 2) identify and change behaviors that slow implementation; and 3) create a results-based implementation plan with clear accountabilities. Think ACE Align, Collaborate, Execute!

What are you trying to solve for? —A story

It was a sunny Tuesday morning. Sharon, the Executive Director of a large non-profit pulled her car into the parking lot of her favorite coffee stop. She had trouble sleeping last night. Sharon had recently been promoted to her role and she was consumed with the conversation that took place at last night’s board meeting. She had been in her new role for less than a week. The former Executive Director (who was also her mentor) had recently retired –capping a life-long career at an organization he helped to create. He was an “institution” at the place and in many people’s eyes she was following a legend. The anxiety was related to what was immediately ahead of her. Along with Executive Director leaving, the board of directors were experiencing change. Several long-term appointees, who had been close to the former Executive Director, were replaced. Sharon was impressed with their credentials; but did not really know them. However, she realized that the board conversation was changing –different in what she had experienced in the past. Last night’s meeting began with usual review of agenda items — more operations of the organization, but shifted towards the end with the new board members asking more about the future direction of the organization. The board meeting ended with Sharon being tasked to create a 3 Year Plan for the organization. Although, the organization had a plan, it had not been updated in two years and was sitting on the shelf in her office. Although Sharon had been part of the previous strategic planning committee, she really couldn’t remember much of what was in it. Sharon was beginning to feel anxious.

However, the anxiety stemmed not so much from her own confidence with her new position, but in the circumstances that existed in the community and the consequences for her organization. She did not know where to begin. She too had questions and with her mind racing, she decided to grab her coffee, find a table in the back of the shop and jot down some of her thoughts. She took out her notes from last night’s board meeting and began reviewing them. Sharon began by reviewing the list of questions and many were very specific. How are we doing on our budget? Who on the staff needs training? What are the fundraising events planned for the next month. How was the renovation on the new property going? There were so many, she was having trouble getting her hands around them. Although, she thought she had secured some private space in the corner of the coffee shop, Sharon looked up and saw her neighbor and good friend Larry. “Hi Sharon” he said. “You look like you are deep in thought” Sharon replied “I have a lot on my mind –the new job and all. I need to brief my staff on last night’s board meeting later this morning, and I am trying to collect my thoughts. Larry, you are a seasoned executive, help me here! I have been asked to create a three year plan for our organization. There are so many things at stake here; I don’t know where to begin. I don’t want to go into my staff meeting this morning and look like I don’t know what I am doing. Strategic Planning is not my thing.” I don’t have all the answers, at this point just a list of questions and issues we need to address. “Sharon” Larry replied, “In the beginning that is all you should have, but that is not the place to start.” Great Larry, that helps – here is my list, where do I start?” Sharon said. Larry chuckled and replied, “Sharon, forget the list. “If it could answer one question for me, you would be off to a great start.”

“And what would that question be Larry?”

“You mentioned, that you tossed and turned al night…thinking about the board meeting. So Sharon, what is keeping you awake at night?”
One of the most common (and some say overused) phrases in business today is “what’s keeping you awake at night?” Yet we see how hard it is for people to articulate it. Try this …We have a similar but different question. It builds on the idea, yet puts it into the context of action. What would happen if you began every single meeting with the question “What are we trying to solve for? Would people begin to “think” differently? What would the conversation be like in your organization? What if we took it a step further and asked people to clearly articulate in a way that everyone understood it? What if we took another step and asked them to commit it to writing. Would the direction of the meeting be differently?
We do notice a difference in the people who have adopted this approach. They are able to jumpstart the thinking process by being able to clearly identify, articulate and align to the significance of what is at stake. In other words they gain agreement on what they are trying to solve for FIRST. This is there starting point!
Not knowing where to start is the most fundamental flaw in strategic thinking. Not being deliberate and disciplined about what you are trying to solve for at the highest strategic level dooms you to failure. We have seen it time and time again in all sorts of organizations. People are often slow out of the gate to get started, there is a lack of clarity on where to go first. People feel overwhelmed and misaligned from the outset. It takes forever to get started.

Strategic Thinking: Do the Opposite! Asking the right questions is what really drives change in an organization.

In the 1990’s one of the highest rated program in the U.S. was Seinfeld. The premise of this program was Jerry Seinfeld and his friends going through everyday life, talking about situations that many of us can relate to.  The personalities of the offbeat characters who make up Jerry’s social circle contribute to the fun. In one classic episode entitled The Opposite, Jerry’s theory that every instinct his friend George has is wrong. George decides to try the opposite, and that proves successful – finds a girlfriend, gets a great job and a nice apartment to live in — all not probable if he had followed his original instinct.  Obvious the sitcom does not always portray real life, but it I entertaining to think about.

So many times we focus on the answers to our questions and we miss the importance of asking the right questions.  If you approach that completely OPPOSITE – flipping the old way of thinking upside down — finding the right questions will definitely lead you to the right solution. Strategic thinking helps drive change in an organization only when the right questions are addressed.  Over the years, we have worked to identify which questions are most relevant.  Whether it is working with a large fortune 500 company or a small non-profit, we have seen the power of asking the RIGHT questions. Think about any situation you have been in …. How many time have you and your teammates jumped to solutions?  Have you ever heard the old saying “we have a solution looking for a problem”? If you approach that completely opposite – flipping the old way of thinking upside down — finding the right questions will definitely lead you to the right solution. Our Strategic Thinking Framework just does that, me and my colleague Jack Mastrianni have worked years to perfect this.  We use an hourglass to graphically display the questions. Next—Why the Hourglass -stay Tuned!