{"id":933,"date":"2009-05-15T10:26:35","date_gmt":"2009-05-15T13:26:35","guid":{"rendered":"http:\/\/actiongroup.com.ar\/?p=933"},"modified":"2016-10-01T19:10:36","modified_gmt":"2016-10-01T22:10:36","slug":"cuando-los-objetivos-no-se-cumplen","status":"publish","type":"post","link":"https:\/\/actiongroup.com.ar\/en\/cuando-los-objetivos-no-se-cumplen\/","title":{"rendered":"When the Objectives are not met"},"content":{"rendered":"<p><a href=\"http:\/\/actiongroup.com.ar\/wp-content\/uploads\/2011\/02\/objetivos.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignright size-full wp-image-934\" title=\"goals\" src=\"http:\/\/actiongroup.com.ar\/wp-content\/uploads\/2011\/02\/objetivos.jpg\" alt=\"\" width=\"230\" height=\"157\" \/><\/a>In the previous newsletter, we talked about the correct way to set goals. Just to remind you, we suggested a mnemonic:<\/p>\n<p><strong>M <\/strong>edibles<br \/>\n<strong>TO<\/strong> achievable<br \/>\n<strong>D<\/strong> challenging<br \/>\n<strong>AND<\/strong> specific<br \/>\n<strong>R<\/strong> realists<br \/>\n<strong>TO<\/strong> limited (in time)<\/p>\n<p>So far, everything seems clear. But what happens when the objectives aren&#039;t met?<\/p>\n<p><strong>1. Critical success factors<br \/>\n<\/strong><br \/>\nEverything would be quite simple if it were just a matter of following a simple rule. But that&#039;s not how people and organizations (which are simply groups of people) work. It&#039;s worth considering some factors that contribute to success in achieving the objectives we set:<\/p>\n<ol>\n<li> <strong>Select the right people\/groups:<\/strong> 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?<\/li>\n<li> <strong>Provide the resources:<\/strong> 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, &quot;They&#039;ll ask me for anything.&quot; If this is the case, let&#039;s go back to point (a): the issue is trust, and that&#039;s where the focus of the work should be.<\/li>\n<li> <strong>Define feedback mechanisms:<\/strong> Or, to put it more simply, how will we know how we&#039;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&#039;re moving in the right direction and at the right speed.<\/li>\n<\/ol>\n<p>If we comply with the above, much of our success will be assured.<\/p>\n<p><strong>2. Avoid last-minute surprises<\/strong><\/p>\n<p>Ok. We&#039;ve set the objectives, selected those responsible, delegated, and made sure they have all the necessary resources.<br \/>\nWhat do we do now? Do we sit and wait?<br \/>\nDefinitely not. This is the time to demonstrate the consistency between words and actions. And the way to do this is through periodic monitoring.<br \/>\nBut be careful! Monitoring isn&#039;t about stalking, controlling, or harassing. It&#039;s about following up with those responsible for achieving results to know:<\/p>\n<p>How are we doing?<br \/>\nWhat things in the plan are working well?<br \/>\nWhat things in the plan are not working and should we modify?<br \/>\nWhat is missing that we did not foresee in the initial situation?<br \/>\nWhat new obstacles do we encounter?<br \/>\nWhat scenarios have changed since the last time we met?<\/p>\n<p>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&#039;s left to do is look back and regret what we could have done but didn&#039;t.<\/p>\n<p><strong>3. Errare humanum est\u2026<br \/>\n<\/strong><br \/>\nHowever, it is always possible to make mistakes.<br \/>\nDon&#039;t look for culprits.<br \/>\nAnalyze together with those who were responsible.<br \/>\nAsk yourselves: What happened? Why did what happened happen?<br \/>\nDon&#039;t ask: Who was it?<br \/>\nConsider this an opportunity for collaborative learning so that the same story isn&#039;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.<\/p>\n<p>Because, as Nietzsche said: <strong>\u201cThe same text admits an infinite number of interpretations\u201d<\/strong><\/p>\n<p>I invite you to reflect. Until next month.<\/p>","protected":false},"excerpt":{"rendered":"<p>In the previous newsletter we talked about the correct way to\u2026 <\/p>","protected":false},"author":3,"featured_media":934,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_crdt_document":"","footnotes":""},"categories":[218],"tags":[],"class_list":["post-933","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-diagnostico-organizacional-y-plan-de-accion"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Cuando los Objetivos no se cumplen - Action Group, Education &amp; Consulting<\/title>\n<meta name=\"description\" content=\"En el newsletter anterior hablamos sobre la forma correcta de plantear objetivos. 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S\u00f3lo para recordar, propon\u00edamos una regla mnemot\u00e9cnica: M edibles A\" \/>\n<meta property=\"og:url\" content=\"https:\/\/actiongroup.com.ar\/en\/cuando-los-objetivos-no-se-cumplen\/\" \/>\n<meta property=\"og:site_name\" content=\"Action Group, Education &amp; Consulting\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/web.facebook.com\/ActionGroup\/?ref=ts&amp;amp%3bamp%3bamp%3bfref=ts\" \/>\n<meta property=\"article:published_time\" content=\"2009-05-15T13:26:35+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2016-10-01T22:10:36+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/actiongroup.com.ar\/wp-content\/uploads\/2011\/02\/objetivos.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"230\" \/>\n\t<meta property=\"og:image:height\" content=\"157\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Lic. Viviana P. 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