It's early 2019. Many people will mull over what went right last year and what did not. Where are the opportunities to improve, your organizational goal categories, areas of responsibility, prioritizing goals, converting goals to action steps, and execution?
As a leader, it is important that your personal behaviors and core values be considered in a personal planning process. The business that you manage reflects your personal core values and vision, so the long-range strategic plan for your life must be harmonious with your professional goals. Few of my clients had a long-range strategic plan for their life when we started. That leads to role awareness and self-direction issues.
Before you set a path in that may end up being a repeat of this year, and the one before, take the time to review your personal strategic plan, and that of your business. Is your personal plan on target? Then what are the key metrics that drive your business? Create a business goals scorecard that captures goals from last year, and columns that you may check off that say, "Were our goals accomplished...Yes, or No", "What was the dollar impact", and "Who was accountable". That is the leaping off place.
You should examine quality, productivity, efficiency, staff turnover, strategy, marketing, etc. All are opportunities for improvement. For the accountants in the group, look outside your comfort zone and see your business in a balanced way. Numbers are important; however, your success is based upon the cooperation of your management team and employees. No business can successfully grow loyal customers without loyal employees. Look at all successful organizations and their leadership, and you will find that they all relied upon the collaboration and support of their employees. There has never been a successful leader that accomplished it on their own.
People management, in my experience in executive roles, is where budget cuts are made first and restored last. Ask your HR executive what is really important to them? The response I hear most often is that employees have the skills and knowledge that caused you to hire them, but little if anything has been invested in growing their goal-setting capabilities, communication talents, or team building. The HR executive knows the employees need development.
The discipline of setting goals is a learned one. Few people have been shown how to do so in a structured method that always uncovers obstacles, solutions, actions, and time specific milestones.
Spend less time rehashing the vision statement, and more time on your employees. Investing in them now will pay big dividends in the future. Allow your managers and employees to grow personally and they will do so professionally. You win, the business wins, and the customers win.
A harmonious annual goals review that includes organizational planning and personal planning is needed to ensure that 2019 is the best year ever!