How do you set clear goals when coaching your team?

My experience and view on this topic is to make sure, as a coach, that your team is involved in the process of creating the SMART goals. Otherwise you might find yourself in a sceptic and conflicting team pulling in different directions setting and pursuing their own goals. It's of upmost importance to make sure that all are onboard with the SMART goals before starting the journey of realising them.

In addition to ensuring SMART goals align with organizational objectives, goal-setting with the team is an opportunity to see how you can align individual goals with each person's individual professional goals, interests, and strengths (where possible). This can result in: ?Valuable professional development opportunities for the individual ?Increased motivation ?Increased engagement ?Overall better outcomes During one-on-one meetings, to develop an understanding of individual goals, useful questions include: ?What projects would you like to get involved in? ?What's one thing you have been itching to try but have not had the opportunity to? ?What's one skill you are aiming to develop over the next 12 months?

We incorporate our team into the goal-setting process to cultivate a collaborative and engaged atmosphere.Instead of imposing goals you should solicit their input on aspirations, challenges, and needed resources. This fosters ownership, motivation, and alignment of goals with individual strengths. Open communication, active listening, and regular check-ins empowers the team to create SMART goals, address obstacles, and adapt as necessary. This inclusive approach nurtures a sense of shared purpose, resulting in increased productivity and a positive work environment.

I find this to be the best approach generally. Due to the nature of our business, we use an AGILE approach to goal setting, beginning with establishing overarching strategic imperatives. These are then communicated to the team, fostering a shared understanding. Team collaboration is pivotal in crafting our yearly operational plan, which includes developing a detailed 'sprint' plan for the first month. This is always a group exercise, and everyone walks away with a sense of shared ownership.

Involving team members in the goal-setting process helps to encourage collaboration. It can be helpful to develop departmental goals that align with the overall company vision, mission, and goals for the upcoming year. Then, individual goals can be set that align with departmental goals. This type of involvement can be more motivating for team members because: ?It shows them that their input is valued ?It provides an opportunity for team members to raise problems they have noticed ?It creates an opportunity to discuss workload and what goals are feasible for the employee During the process, be sure to maintain alignment with the overall company mission, vision, and strategy so that team efforts will be in the right direction.

An approach I've found valuable to ensure alignment, is for our operations team to convene daily for a concise 10-minute session, where they review and synchronize key activities. This practice guarantees everyone stays informed and coordinated. Additionally, on a monthly basis, we conduct a retrospective. This reflection enables us to refine our strategies, optimize our processes, and enhance our overall teamwork.

Setting goals is only the beginning. To help team members ensure that they deliver on their goals, we can: ?Review progress in achieving the goals in regular one-on-one meetings (at least monthly) ?Review the plan. What milestones much be achieved and by when to reach the overall goal? What are the risks and potential blockages? Identifying these items early with the team can help you take action to ensure good progress on a monthly and quarterly basis. Keep daily, weekly, and monthly actions aligned with the goals to help achieve the target by the intended deadlines.

We often use the 'FAST' model, as well as SMART. FAST is a clearer model, and it expands the thinking process of the people being trusted with goal setting. The F stands for 'Frequently Discussed', allowing both parties to collaborate on what is being expected. The A stands for 'Ambitious', as the 'Achievable' element of SMART sometimes doesn't stretch people enough. The 'S' is the same; 'Specific'. But it also includes the measurable and time-bound elements of SMART. Finally 'T' stands for 'Transparent', where goals are seen by all stakeholders and people can measure their effectiveness and results themselves.

Goals that connect with the person, that touch their heart, that align with their strengths and beliefs, are more likely to be pursued, and successful, and enjoyable. When you understand their Why, the What becomes much easier.