Developing SMART Goals and Standards

"We're falling behind."" My team is not hitting our goals."
"Why am I the only one losing sleep over this?" Do any of those comments sound familiar?

One of the most important things any manager can do with an employee, or with any team, is to work together to determine, agree on, and document personal and team goals and the standards of performance. These guidelines will tell each individual and the whole team, how well they are doing so that losing sleep will be a “group event” when individuals or the team fall behind.

I’m only slightly kidding about the sleep idea, but perhaps what’s even more important than losing sleep together is that, with clear goals and standards shared by all, everyone understands performance against goals and everyone can help to improve performance against those goals, not just you as the manager.

How many times have you seen new hires who had a different impression of what the job required, but now that they are on the job, it’s not working for them or the hiring organization? Fundamentally the candidate-to-job alignment is off balance. When this happens, the likelihood that the candidate will be retained is low, and then the search starts all over again.
But the key is not just setting goals and standards; the key is both how they are developed and agreed to and what they actually are.

A Solution

I’ve worked with many organizations where the managers did not understand the value of planning, and they certainly did not know how to set performance goals and standards. The bottom line is that thinking you can achieve goals without planning and developing performance goals and standards designed to achieve the goals set, is unwise.

Expecting your team members to do their jobs in a way that aligns with the organizational goals, unless they have a clear idea of what their goals are and how to accomplish their goals, is illogical.

Implementing the SMART approach as taught in Developing Performance Goals and Standards to developing performance goals and standards is a start:

• Specific
• Measurable
• Attainable
• Result-oriented
• Time-framed

Because SMART is a collaborative process to develop goals and standards together, team members understand organizational performance requirements and their role in helping to move your organization forward.
With Developing Performance Goals and Standards the people your managers lead will know what they are expected to do, and they will know how to work together to accomplish the goals of your organization.

For more information contact Mindy Seiffert

Leveraging IT Outsourcing Partnerships

7/14/09 - David Tominsky

Stop thinking about outsourcing to suppliers and vendors and start thinking about identifying partnerships that can be leveraged by your organization to achieve business objectives.

So much has been written about the benefits of outsourcing that BPOs may seem surprised that not everyone is taking advantage of the opportunity. Article after article will tell you that you can reduce costs and remain focused on your core competency areas while taking advantage of bringing expertise to the table for your business at break-neck speeds. Simply search for benefits of outsourcing IT and the myriad reasons to outsource parts of your business become overwhelming.

I contend that some businesses don't outsource for the same reasons that some of us hate dealing with a used car salesperson. IT Outsourcing has become synonymous with off-shoring to India. It's become more about finding ways to get work done on the cheap than finding innovative ways of solving business issues. The truth is, most of us want to save money but far fewer of us are willing to sacrifice quality, give up control, or compromise on our promise to deliver.

Any business should consider outsourcing some of their processes whether it be human resources, marketing, or manufacturing especially when one or more of the potential benefits is relevant. It is extremely important to weigh your options as it relates to sourcing. If you can't find someone you can trust with a function of your business then don't risk outsourcing the process regardless of the possible benefits. Deal with people that take pride in their integrity and are willing to put their name on the line when something goes wrong. It may be true that no one cares as much about your business as you, but a partner is willing to put some skin in the game and is eager to be tested. They see the benefits of a long-term business relationship that is mutually beneficial.

In my 10 years of working in the information technology services field, trust and integrity became my competitive advantage. When you build a customer relationship that is built on strong core values, people are eager to do business with you. I took pride in solving my customers’ issues. And when times got tough, my clients knew exactly where to find me and it wasn't hiding or making excuses.

contact: David Tominsky

Can Delegating Really Improve Productivity?

Have you ever wondered why it is, that even with the most careful planning and organization, certain projects fail to achieve the results you envisioned? Ask yourself this question, “Did I derail my own plans because I was not willing to delegate?

Some Perspective

We’ve all heard the phrase, “If you want something done right, you have to do it yourself.” From my point of view, nothing could be further from the truth.

As I think about the lessons I’ve learned over the years. What I know for sure is that learning to delegate effectively will make you a more effective leader. Yes, planning and organization can help, but if you aren’t delegating, chances are you will constantly battle the problem of keeping up with everything that has to be done, which leads to productivity issues.

These days, leaders are charged with many challenges, including the maximization of resources. Those who are in a position of responsibility must constantly be in the mode of developing talent. And, one of the best ways to do that is by delegating tasks.

Delegating accomplishes two things. One, it expresses your confidence in your team members. And two, delegation motivates team members to step outside of their box and go beyond the previously defined limits of their potential.

I’ve also worked with team leaders who had other preconceptions, which always seemed to hold them back from delegation: “Some people are basically lazy, interested only in their paycheck and fringe benefits.” Or, “If I grant team members additional responsibility my authority will be challenged.” Does that sound familiar?

These preconceptions are often the reason team leaders hesitate to assign tasks to their team members, resulting in a lack of productivity, low motivation among the team, and in general, real problems in the workplace.

What’s holding back the team leaders in your organization? In my experience one of the main reasons team leaders hold back is that they do not have confidence that they know “how to” delegate effectively, and that the assignment will be done well, and the belief that they have done so in a manner that demonstrates real leadership.

Many team leaders can benefit by a deeper understanding of the skills that those who delegate effectively use and put into practice every day.

A Solution

Our experience in working with many organizations has proven that management skill levels, like the ability to successfully delegate work, have a direct impact on business results:
• Increased productivity
• Maximized resources
• Developed talent
• Motivated employees

The formula for boosting skill levels, and results is found in our “Delegating” program. This 4-hour skill-building workshop will help your leaders do the following:

• Explain the need for delegation
• Use delegation of task to motivate
• Explain and ask team member's view
• Specify responsibility and authority
• Confirm team member's understanding and set up time for review

“Delegating” is also available in a 2-hour online course plus a blended approach option, combining the ease of E-learning and the traditional classroom experience.

To learn more about “Delegating” or to try the E-learning version FREE, contact Mindy Seiffert or call 319-892-3980