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Tips for Improving Goal Clarity

  • Tips for Taking Charge of Change
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  • Seven Tips for Getting Referrals
  • Ways the Board of Directors Can Improve Evaluations
  • More Ways the CEO Can Work More Effectively With the Board of Directors
  • Tips for Handling Crisis
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  • Tips for Executing the Strategy
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  • Ten Ways to Know Your Competition
  • Tips for Launching a Strategy Initiative
  • How to Fend Off Mission Drift
  • Tips for Thriving, Not Just Surviving, During a Recession
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  • Tips for Better Performance Reviews
  • Tip for Developing High Potentials
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  • Ten Ways to Improve Hiring
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Home Leadership Tips from Linda Tips for Improving Goal Clarity
  1. Align team goals with organizational strategy and tactics.
  2. Goals should describe “what” will happen before outlining “how” they will occur. Agree to the objective before discussing options for its implementation.
  3. Make sure the goal is specific. Use behavioral, concrete language to describe the outcome. Start with an action verb and then identify the following:
    • What
    • How much
    • Where
    • When
    • Under what conditions

    Example: To increase sales from $2M to 3M in the Northeast region within six months without hiring any new sales people.

  4. Be sure you can measure the results. How will things be different once this goal is accomplished? What will success look like?
  5. Set attainable, realistic goals. Stretch, don’t snap. Ask yourselves if this has been done before, under what circumstances, and by whom.
  6. Clearly define deadlines for completion of goals and, when appropriate, timelines for achieving major parts of large project.
  7. Set priorities and force the tradeoff. Spend time and resources on the critical few.
  8. Address the value of the goal. What good will it do to accomplish this goal? Focus on results, not activities.
  9. Discuss worst-case scenarios for critical goals. Develop a contingency plan for addressing these roadblocks before they happen.
  10. All meetings end with clear calls to action for individuals. One member takes responsibility for each major objective and agrees to oversee its completion.

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  • Home
  • About
  • Consulting
    • Build Stellar Boards
      • Board Assessment
      • CEO Evaluations
    • CEO Selection
    • CEO Transitions
      • CEO Transition Process™
    • C-Suite Selection
    • Culture Construction
    • Healthcare Services
      • Overview
      • OR Efficiency
      • Patient Satisfaction
    • M & A Consulting
      • Overview
      • Buyer’s Strategy
      • Acquisition Strategy
      • The Seller’s Strategy
      • Post Merger Integration
    • Strategy Formulation
    • Succession Planning
      • Executive Development
  • CEO Decision Advisor
  • Leadership Development
    • CEO Coaching
    • C-Suite Coaching
    • Group Coaching
    • Talent Acceleration
    • Team Development
  • Speaking
    • Overview
    • Healthy Decisions
    • Risky Business Program
    • The Vibrant Board: Because “Showing Up” Isn’t a Strategy
    • Making Tough Calls in Healthcare
    • The Merger Mindset Presentation
    • Challenge the Ordinary: Driving Results in Times of Change and Uncertainty
    • Become a Magnetic Boss
    • How to Excel in the Hotseat
    • Take Charge of Change
    • A Funny Thing Happened on the Way to Resilience
  • Resources
    • Articles
    • Books
      • Healthy Decisions Critical Thinking Skills for Healthcare Executives
      • Risky Business
      • The Merger Mindset
      • Tough Calls: How to Move Beyond Indecision and Good Intentions
      • Challenge the Ordinary
      • Landing in the Executive Chair
      • The Magnetic Boss
    • Healthcare Services
    • Leadership Tips from Linda
  • Contact Us
Henman Performance Group