Six strategies to achieve goals

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Have you ever built a sandcastle at the beach or in a playground? Did it turn out exactly as you wanted it to? Bringing your sandcastle vision to life is lIke achievement of any goal, it’s not always as easy as it may appear to an outside onlooker.

Successfully achieve goals

The type of sandcastle you see here is not a casual undertaking. Success depends on the same strategies needed to achieve goals in other areas of life and work: vision, planning, resources, collaboration, adaptability, and tenacity.

Vision:

Do you have a clear vision of the outcome you are trying to realize? What will it look, feel, smell, taste, and sound like to have achieved your goal?  The clearer your vision, the more you will be drawn toward it and the greater the likelihood of achieving it. Consider the old proverb: “if you don’t know where you’re going, any road will get you there.”  Are you trying to get just anywhere, or do you have a specific destination in mind? What kind of sandcastle do you want to create? Is your team envisioning the same sandcastle that you are?

Planning:

What are the steps you need to take, now that you are clear on your goals? What is your overall timeline, and are  there interim milestones that need to be met? How will you sequence the steps? What role will each team member play? What other support might you need?

Resources:

Do you have the resources you need to be successful? Supplies, funding, training?  Do you have the right people on your team, with the right skills and attitudes? Are all of your resources organized in a way that supports you and your goals?

Collaboration:

Are team members working in their areas of strength? While we all have weaknesses, those are minimized when workng together as a team, at the same time that each individual’s strengths can be maximized. Have you ever seen the teamwork exhibited by children building a sandcastle while the tide is coming in? It’s remarkable to see what they can accomplish. Also consider who else can help you as you work toward your goals.  Collaborating outside your immediate team makes everyone stronger.

Adaptability:

No matter how clear your vision is or how well you’ve planned, there will likely still be times when you need to adapt.  The unexpected happens, circumstances change.  Be mentally prepared to adapt and foster this mindset with your team. Ask yourself, “What could go wrong?” during your planning stages.

Tenacity:

Challenges are expected on the way to achieving any goal. Don’t give up!  Take advantage of your team for support when times are difficult. Even though you may experience a setback or two while building your sandcastle, persistence will help you to ultimately achieve your goals.

What strategies have helped you to successfully achieve goals?

Change management made easy

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Switch: How to Change Things When Change is Hard

Change management made easyThis book by Chip and Dan Heath is filled with sensible gems and practical advice for making changes that stick.  When I pulled it off my shelf just now I found dozens of passages marked in one way or another for easy revisiting.  The methods for change suggested by the Heaths are easy to apply - and in fact, you may find (as I did) that many of their successful strategies are already going on around you.  If that's the case, the book will help you understand why they work, and prepare you to use those strategies more purposefully in the future.

Using the metaphor of a rider and elephant, the Heaths share three main concepts for effecting change:

- directing the rider;

- motivating the elephant;

- shaping the path.

Check it out and see how you can improve the processes for change - for yourself and those around you.

 

To purchase

 

What’s the big deal about Engagement??

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What is the big deal about engagement?  It seems everyone is talking about it.  It’s at the heart of nearly every conversation about productivity – and for good reason.  Companies spend a considerable amount of money surveying their employees each year to determine how engaged those employees are.  Why? Because studies show, again and again, that the level of employee engagement impacts the bottom line, and significantly (Harter, Schmidt, Agrawal, & Plowman, 2013; MacLeod & Clarke, 2009).

Studies such as the Gallup Q12 Meta-Analysis and the MacLeod Reemployee engagementport show correlations between employee engagement and outcomes in areas of:

  • Customer satisfaction and loyalty
  • Goal achievement
  • Safety
  • Turnover
  • Employee productivity
  • Improved working lives of employees

The Gallup Q12 showed that businesses measuring the highest levels of engagement show an 80% probability of achieving above-average performance results. In contrast, the cost of disengagement for US companies is estimated at over $300 billion annually. So, clearly engagement matters. But how does an organization go about creating an engaged workforce?   Research has shown that two of the things that influence engagement are whether there is an environment of trust and whether group members are able to function together effectively.

In order to be willing to take risks and invest energy in support of the organization’s goals, people need to be able to trust that their actions won’t be perceived negatively (Schneider, Macey, Barbera, & Young, 2010). When we feel psychologically safe, we are more likely to share our opinions, ideas, or concerns. A trusting, psychologically safe, environment encourages the open exchange of ideas and information and allows problems to surface before they become severe. When we are concerned with being judged it’s easy to become distracted and disengaged as we may be focusing more on what others are thinking than on the task at hand (Kahn, 1990).

Groups that function effectively typically have strong interpersonal bonds. Often these groups are characterized as cohesive. Tuckman’s (1965) model describes the process of a team’s development of connectedness and functionality over time, ranging from the initial stages of group formation to later stages where groups exhibit cohesion and are successful at achieving group goals. At Tuckman’s final stage of performing, interpersonal relationships are a key to successful problem-solving and goal achievement. In my own research, I found that when team members know each others’ strengths and interests, and then aligned tasks accordingly, they were more successful at achieving their goals.

What does engagement look like in your workplace? Do you see these factors at work?  Is forming personal relationships with members of the workgroup encouraged or discouraged?  Is the environment psychologically safe?  How do you think the level of engagement could be improved in your organization? Are there things that you’ve tried or have been thinking about trying? I’d love to hear your thoughts!

Also, please join me in the coming weeks to explore more ideas about what it takes for individuals and groups to perform at their best. I’ll also be sharing selections from my bookshelf each Thursday.

 

References:

Gallup Q12. (2013). https://q12.gallup.com/

Harter, J. K., Schmidt, F. L., Agrawal, S., & Plowman, S. K. (2013). The relationship between engagement at work and organizational outcomes (2012 Q12). Retrieved from Gallup website: www.gallup.com

Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724. http://dx.doi.org/10.2307/256287

MacLeod, D., & Clarke, N. (2009). Engaging for success: Enhancing performance through employee engagement. Retrieved from Department for business innovation & skills: http://www.bis.gov.uk/files/file52215.pdf

Schneider, B., Macey, W. H., Barbera, K. M., & Young, S. A. (2010). The role of trust in understanding employee engagement. In S. L. Albrecht (Ed.), Handbook of employee engagement: Perspectives, issues, research and practice (pp. 159-173). Northampton, MA: Edward Elgar Publishing, Inc.

Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological bulletin, 63, 384-399. http://dx.doi.org/10.1037/h0022100