- April 17, 2019
- Posted by: Corina Vucic
- Category: Franchise Operations
There is a common factor in success – the setting of goals.
Productive and high performing people set goals for their day, their week and their month. This is more than just a ‘to do’ list of tasks – it is a roadmap for getting things done.
Goals should challenge and excite the individual and the whole business brand and should help avoid ‘comfort’ – the natural enemy in competitive edge, and this needs to extend even to the way we plan our goals.
Gone are the days of the half-yearly review or the annual business planning retreat. Goals today need to be ‘snackable’ and agile in order to adapt to our fast-paced, technology-driven disruptive eco-environment and should be on the agenda constantly.
Goals need to be discussed in every pod huddle, every toolbox meeting, every work in progress meeting and ideally centre around 60-day goal timelines and consider issues including:
- How are we tracking?
- Do we require a switch in strategy to meet our goals?
- Are the goals still relevant?
- Are our resources adequate?
- Who is driving which goal and delivering the operational task?
In terms of the broader business plan, this is more than just ticking the box. The key elements that need to be considered are:
This is the small business owner setting the strategy, selecting the key personnel, shuffling the workforce, identifying the growth of each person and setting the culture of the team to improve themselves and the business.
This is about coming together to set goals and should include the team, not just the business owner. It is about engaging the team to drive the success of the business.
Critical factors include:
- Sharing the Vision, Mission and Core Values of the business. Does every team member know the ‘why’ in what you do? Is there shared and engrained purpose in the DNA of the business?
- What are the strategic goals for the next 12 months?
- Set the homework – what does the team need to prepare to support the goal setting process.
- Knowing the tools available including:
- SWOT of themselves
- SWOT of their POD, Huddle, Workgroup and/or Team
- What has been achieved?
- What hasn’t been achieved?
- What operational goals can contribute to the broader strategic goals?
- The Ws and Hs:
- how will we do this;
- when will we do this by;
- who will do this;
- how will we afford this; and
- what rate of return can be gained?
- The value of getting away from the ‘home’ base and planning at a time and place that excites your team.
- The leadership of the day. Who is the best person to ‘coach’ the session, the best person to ‘drive’ the discussion and the best person to lead the ‘creative’ thinking.
- Document, document and document!
- Concluding the day with a commitment by the team to maximise the impact of the business within the community it services
(4) The Final plan
- Supporting documentation including brand plan, budgets, company activities calendar