In the previous newsletter, we talked about the correct way to set goals. Just to remind you, we suggested a mnemonic:
M edibles
TO achievable
D challenging
AND specific
R realists
TO limited (in time)
So far, everything seems clear. But what happens when the objectives aren't met?
1. Critical success factors
Everything would be quite simple if it were just a matter of following a simple rule. But that's not how people and organizations (which are simply groups of people) work. It's worth considering some factors that contribute to success in achieving the objectives we set:
- Select the right people/groups: This involves not only evaluating training, experience, prior background, etc., but above all, being aware that the person or group must inspire trust. This means that a large part of the process is associated not so much with rational and, in theory, objective elements, but with a fundamentally emotional element: Do I trust or not trust the person who will be responsible for carrying out what is necessary to achieve the result we set out to achieve?
- Provide the resources: Setting goals, assigning them to those responsible, and expecting them to be met is almost a fantasy when those responsible for making things happen lack the necessary resources (human, financial, material, time, etc.) and the decision-making power to achieve them. This is the sole responsibility of management. I can already imagine the comments, "They'll ask me for anything." If this is the case, let's go back to point (a): the issue is trust, and that's where the focus of the work should be.
- Define feedback mechanisms: Or, to put it more simply, how will we know how we're doing? This involves, among other things: agreeing on indicators (MEASURE, MEASURE, MEASURE!!), establishing regular meetings, visits, audits, etc. In short, everything that allows us to assess whether we're moving in the right direction and at the right speed.
If we comply with the above, much of our success will be assured.
2. Avoid last-minute surprises
Ok. We've set the objectives, selected those responsible, delegated, and made sure they have all the necessary resources.
What do we do now? Do we sit and wait?
Definitely not. This is the time to demonstrate the consistency between words and actions. And the way to do this is through periodic monitoring.
But be careful! Monitoring isn't about stalking, controlling, or harassing. It's about following up with those responsible for achieving results to know:
How are we doing?
What things in the plan are working well?
What things in the plan are not working and should we modify?
What is missing that we did not foresee in the initial situation?
What new obstacles do we encounter?
What scenarios have changed since the last time we met?
The fruit of reflection and joint analysis of progress will allow for the corrections, contingency plans, and/or confirmations we need to avoid surprises at the end of the road, when all that's left to do is look back and regret what we could have done but didn't.
3. Errare humanum est…
However, it is always possible to make mistakes.
Don't look for culprits.
Analyze together with those who were responsible.
Ask yourselves: What happened? Why did what happened happen?
Don't ask: Who was it?
Consider this an opportunity for collaborative learning so that the same story isn't repeated in the next plan. Analyzing problems and making decisions as a team involves a difficult process, involving different points of view, interests, and approaches. However, it is in diversity and synergy that the answers lie that lead us on the path to improvement.
Because, as Nietzsche said: “The same text admits an infinite number of interpretations”
I invite you to reflect. Until next month.
