e-Workbook 1 - From Values To Behaviours & Objectives

Overall Workshop Objectives

Session 1: Reinforcing Our Values Through Behaviour 1. To reinforce the learning from the Launch Event on the three agreed values

relationship and inspirational

2. To identify behaviours in order for everyone to live

‘bank’ of suitable behaviours for implementation across the Team Leader population.

3. To create a behaviour-based “Leadership Shield” built on the three values for sharing

with their team members, peers, line managers acr

Session 2: SMARTER Objective Setting 1. To create TASK and behavioural objectives using a robust construction using the

beginning, middle and end technique.

2. To develop a standard approach on how to write objectives using the SMARTE

approach, that is written in a way that will satisfy individual motivators.

How To Use This Workbook

This workbook serves as a supplementary guide from the Workshop with the

techniques and skills of identifying behaviours that support the values, cre

high-impact leadership message to cascade to your team and, in the second part,

writing well-constructed and setting SMARTER objectives.

There are a number of practical exercises and questions that we have gone through

the Workshop to check that y

learned.

A useful key to identifying the most relevant parts enables you to use the

information, tools and techniques practically when you return to your workplace,

and this Workbook will facilitate your lead

At the end of the Workbook, you will find your personalised action plan so that you

can continue to use what you have learned.

Overall Workshop Objectives

Session 1: Reinforcing Our Values Through Behaviour

To reinforce the learning from the Launch Event on the three agreed values

inspirational.

To identify behaviours in order for everyone to live these three core values and build a


based “Leadership Shield” built on the three values for sharing

with their team members, peers, line managers across the organisation.

Session 2: SMARTER Objective Setting

To create TASK and behavioural objectives using a robust construction using the

beginning, middle and end technique.

To develop a standard approach on how to write objectives using the SMARTE

approach, that is written in a way that will satisfy individual motivators.

How To Use This Workbook


techniques and skills of identifying behaviours that support the values, cre

impact leadership message to cascade to your team and, in the second part,

constructed and setting SMARTER objectives.


the Workshop to check that you have understood and can apply what you have



and this Workbook will facilitate your leadership development.


can continue to use what you have learned.

To reinforce the learning from the Launch Event on the three agreed values – passion,

these three core values and build a


based “Leadership Shield” built on the three values for sharing

To create TASK and behavioural objectives using a robust construction using the

To develop a standard approach on how to write objectives using the SMARTER


techniques and skills of identifying behaviours that support the values, creating a

impact leadership message to cascade to your team and, in the second part,


ou have understood and can apply what you have




Behaviours To Support Our Desired Values & Culture

Sustaining the right culture is dependent on people

supports the values of the organisation (and in our case the Project Rock values of

relationship and inspirational

practices to support the desir

employees and leaders behaving in a way that builds a ‘way of being’ throughout the

organisation.

A definition of behaviour could be “everything I say and everything I do.” For people you

interact with, behaviour is also everything you

behave throughout our work day creates the norms and beliefs of what is okay to do on a

daily basis. Behaviour, over time, establishes:

The level of quality of our work

How we work as a team

Whether deadlines are important

The level of inter- and cross

How much we feel we can trust leaders

If we are going to publicly state what we value, then we should expect employees to look for

evidence in support of those values through business practices and (especially) behaviours. If

employees do not see behaviours aligning with the values of Project Roack (and in a larger scale,

the organisation), then all the work that went into developing

One of our clients has been developing a ‘green field’ and has taken to heart their level of

commitment to link their values to the behavior of employees and leaders. They have been

operating for awhile and have consistent

leadership and employee behaviours necessary to establish a positive work culture.

When interviewing for leaders and employees this organisation now includes behaviour

based questions that focus on the expe

demonstrate support for their values. In addition, after being hired, training sessions

dedicated to building the right culture emphasise how people can demonstrate the desired

behaviours in their daily work.

Interview questions based on values is relatively common now, but conducting experiential

training for everyone on the behavio

associated values such as Project Rock

as a brief part of orientation or on

1 to 2.5 full days, depending on the position, on values and behaviours.


Sustaining the right culture is dependent on people acting and behaving in a manner that

supports the values of the organisation (and in our case the Project Rock values of

inspirational. It is vitally important to have the right business systems and

practices to support the desired culture in the future. But it is just as important to have



ct with, behaviour is also everything you don’t say and don’t do. How we consistently


daily basis. Behaviour, over time, establishes:

The level of quality of our work

Whether deadlines are important

and cross-department relationships or collaboration

How much we feel we can trust leaders




the organisation), then all the work that went into developing those values will be meaningless.



operating for awhile and have consistently emphasised the company values, along with the


When interviewing for leaders and employees this organisation now includes behaviour

based questions that focus on the experiences prospective employees have had that



behaviours in their daily work.

terview questions based on values is relatively common now, but conducting experiential

training for everyone on the behaviours that help to support a desired culture

associated values such as Project Rock is NOT very common. The values are usually c

as a brief part of orientation or on-boarding. This company I'm referencing spends between

1 to 2.5 full days, depending on the position, on values and behaviours.


acting and behaving in a manner that

supports the values of the organisation (and in our case the Project Rock values of passion,

. It is vitally important to have the right business systems and

ed culture in the future. But it is just as important to have



. How we consistently





those values will be meaningless.



ly emphasised the company values, along with the


When interviewing for leaders and employees this organisation now includes behaviour-

riences prospective employees have had that



terview questions based on values is relatively common now, but conducting experiential

rs that help to support a desired culture (with

very common. The values are usually covered

boarding. This company I'm referencing spends between

To help us build experiential training, the General Manager established a list of specific

behaviours for all employees that help support values. Leaders were given this list of

behaviours and some additional ones for their leadership responsibility. The

was different from competency models that often focus on the skills for specific jobs.

The behaviours listed were ones that everyone needed to demonstrate regardless of the

position in the company. The list was relatively short. Some of th

were underlined. Here are some examples of behaviours for two of their four values:

Customer Focused

All Employees

On a daily basis my actions demonstrate that I am

committed to doing the job right for our customers

I follow established processes to ensure consistency

I know and am focused on achieving our customer

Key Performance Indicators (KPI’s)

I talk positively about our customers

I look for ways to say ‘Yes’ to the customer (internal

and external)

Additional Behaviours for Leaders

I have confidence interacting and working with

customers

I train people on my team to be competent to deliver

quality results and meet customer Key Performance

Indicators (KPI’s)

I bring customer needs, expectations and their

‘stories’ into daily interactions with the people I lead

More information can be found on the linkage between values and culture through to

behaviours on the Project Rock Facebook Page in the Workshop 1 tab. The web

these are as follows:

http://www.anglogold.com/subwebs/informationforinvestors/reports09/values

(A Global Survey Of Values And Organisational Behaviours)

http://en.wikipedia.org/wiki/Value_(personal_and_cultural)

(Showing The Link From Values To Behaviours)



behaviours and some additional ones for their leadership responsibility. The


rs listed were ones that everyone needed to demonstrate regardless of the

position in the company. The list was relatively short. Some of the key actions or behaviours


Customer Focused Team

On a daily basis my actions demonstrate that I am

committed to doing the job right for our customers

follow established processes to ensure consistency

I know and am focused on achieving our customer

Key Performance Indicators (KPI’s)

I talk positively about our customers

I look for ways to say ‘Yes’ to the customer (internal

All Employees

I treat co-workers, the team, and company with respect

I commit to doing work safely, without compromise

I look for ways to help fellow employees

I communicate openly and honestly

I consistently choose a positive attitude

I consistently bring up concerns

to build into bigger issues

rs for Leaders

I have confidence interacting and working with

I train people on my team to be competent to deliver

quality results and meet customer Key Performance

I bring customer needs, expectations and their

‘stories’ into daily interactions with the people I lead

Additional Behaviours for Leaders

I walk the floor and am both visible and interact with

people on the production floor

I give and receive timely feedback

I encourage open discussions in all employee interactions

I thank people for what they do and their involvement

I regularly discuss safe work practices with people and

stop all unsafe work

I encourage employee development


behaviours on the Project Rock Facebook Page in the Workshop 1 tab. The web

http://www.anglogold.com/subwebs/informationforinvestors/reports09/values

(A Global Survey Of Values And Organisational Behaviours)

http://en.wikipedia.org/wiki/Value_(personal_and_cultural)

(Showing The Link From Values To Behaviours)



behaviour list


rs listed were ones that everyone needed to demonstrate regardless of the

e key actions or behaviours


Team

workers, the team, and company with respect

I commit to doing work safely, without compromise

I look for ways to help fellow employees

I communicate openly and honestly

I consistently choose a positive attitude

I consistently bring up concerns before they are allowed

rs for Leaders

I walk the floor and am both visible and interact with

people on the production floor

receive timely feedback

I encourage open discussions in all employee interactions

I thank people for what they do and their involvement

I regularly discuss safe work practices with people and

I encourage employee development


behaviours on the Project Rock Facebook Page in the Workshop 1 tab. The web-links for

http://www.anglogold.com/subwebs/informationforinvestors/reports09/values-survey.htm

From the information you gathered in your A3 Worksheet on the course, please transfer your

commitment goal, a-ha moments

it with your direct reports and your line manager to support your journey in the

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ha moments and key learning points into the following document. Share

it with your direct reports and your line manager to support your journey in the


o the following document. Share

it with your direct reports and your line manager to support your journey in the future.

Developing People

Objectives –

Behaviour

If you are going to align objectives from strategy down to individual level (and therefore

keeping it relevant to the organisational whole), then they have to cascade down each of the

key levels as per the diagram above.

A good analogy for this is to th

There is absolutely no point in having individual task and behavioural objectives that have no

clear alignment at a departmental or divisional level. What the individual does impacts the

‘strategic bottom line’.

But, how do you link what the individual is doing to what the organisation is trying to

achieve? Through effective performance planning and by remembering one of the most

classic, historical management theories,

Developing People By Effective Performance Planning

Mission/Vision/Strategy

Divisional/Business Unit Objectives

Departmental Objectives

Team Objectives

Individual



key levels as per the diagram above.

A good analogy for this is to think of this process as a ‘waterfall effect’.





classic, historical management theories, Management By Objectives by Peter Druck

Effective Performance Planning

Divisional/Business Unit Objectives

Departmental Objectives

Team Objectives

dividual

Task &







by Peter Drucker.

The Importance Of Objectives

Writing Performance Objectives is something everyone is required to do every year but

when not done effectively becomes a tedious “check the box” activity. When written well,

Performance Objectives become a powerful tool that provides managerial leverage

increase performance and development as well as address poor performance.

When not done well, the manager gives up this leverage. Objective setting should be a

mutual process that provides employees clear line of sight to overall business goals.

Objectives should be individuali

developmental needs. The team member’s Personal Development Plan (PDP) should be

taken into account when performance goals are written and there should be a clear link

between what an employee is asked to do and how they need to develop.

Looking across the team, the manager should take each employee’s individual

developmental needs into account when assigning projects and writing them into

performance objectives. Perfor

continuous improvement and provides built in development on the job.

These stretch objectives provide a strong foundation for ongoing coaching throughout the

year. When objectives truly stretch a

helping the person achieve them.

At the beginning of a project and at the time of development planning, the manager should

be able to clearly articulate how the project and performance objectives will help

employee develop.

When assessing performance during and at the end of the year, the manager and the

employee should be able to articulate the learning and development that occurred as a

result of the assignment.

They should also be able to identi

during the assignment and revise the employee’s IDP and Performance Plan accordingly.

Well written objectives allow for calibration and differentiation of performance at the

beginning, during, and end of the year. When developing performance plan objectives, the

manager should consider other employees in similar positions with similar capabilities to

ensure fairness and consistency.

Getting together with other managers with similar employees to

beginning of the year makes performance calibration much easier at the end of the year.

Objectives should be focused on results and outcome and should be clear and concise to

allow for fair and effective assessment of performance.

revised appropriately when needed, they make the manager’s task of assessment much

easier.

The Importance Of Objectives



Performance Objectives become a powerful tool that provides managerial leverage




jectives should be individualised based on each employee’s current capabilities and



ween what an employee is asked to do and how they need to develop.



performance objectives. Performance objectives should include a stretch that addresses

continuous improvement and provides built in development on the job.


year. When objectives truly stretch an employee, coaching becomes a necessary part of

helping the person achieve them.


be able to clearly articulate how the project and performance objectives will help



They should also be able to identify any additional development needs that were uncovered



d of the year. When developing performance plan objectives, the


ensure fairness and consistency.

Getting together with other managers with similar employees to calibrate goals at the



allow for fair and effective assessment of performance. If written well at the beginning and




Performance Objectives become a powerful tool that provides managerial leverage to




ed based on each employee’s current capabilities and





that addresses


n employee, coaching becomes a necessary part of


be able to clearly articulate how the project and performance objectives will help the



fy any additional development needs that were uncovered



d of the year. When developing performance plan objectives, the


calibrate goals at the



If written well at the beginning and


When used as a tool for ongoing coaching discussions throughout the year, they help ensure

that the end-of-the-year performance evaluation is not a surprise for the employee.

Because development has been built in and discussed throughout the year, the e

year performance review becomes not just an assessment but also a developmental

discussion for the employee. It provides continuity and a foundation for the employee’s

performance and development the following year.

Guidelines for Creating Clea

Business Objectives monitored through specific data

Required Behaviours monitored through specific behavioural activities: what you see and

hear.

BUSINESS

OBJECTIVES

S.M.A.R.T


year performance evaluation is not a surprise for the employee.

Because development has been built in and discussed throughout the year, the e



performance and development the following year.

for Creating Clear Business Objectives

Business Objectives monitored through specific data - SMART.


REQUIRED

BEHAVIOURS

POSITIVE INDICATORS

IMPROVEMENT INDICATORS


year performance evaluation is not a surprise for the employee.

Because development has been built in and discussed throughout the year, the end-of-the-




POSITIVE INDICATORS

IMPROVEMENT INDICATORS

Defining the ‘What’ and the ‘How’

Objectives are set for an individual and not for a role. Performance is measured against the

individual’s TOTAL CONTRIBUTION

HOW they do it. For example:

The WHAT: When you consider WHAT an individual

you are concerned with their business objectives and their skills, knowledge and expertise.

Therefore, when writing business or skills objectives you are trying to answer the question

‘WHAT is the job holder attempting to accomplish?’ Business objectives should not be based

on the individual’s business as usual tasks unless you are attempting to make changes or

improvements to them.

The HOW: In order to measure an individual’s Total Contribution,

must also consider HOW they

assist you in this area.

fining the ‘What’ and the ‘How’


TOTAL CONTRIBUTION - therefore, WHAT an individual does is as important as

they do it. For example:

an individual has achieved or what you want them to achieve,



attempting to accomplish?’ Business objectives should not be based


In order to measure an individual’s Total Contribution, WHAT they do is not sufficient; you

they have achieved it. The Allianz Leadership Framework


an individual does is as important as

has achieved or what you want them to achieve,



attempting to accomplish?’ Business objectives should not be based


do is not sufficient; you

Leadership Framework should

Structuring Objectives

Objectives need a beginning

result/when):

Beginning Middle

Use an active verb i.e. a

doing word

State what has to be achieved (and

where appropriate, for who or on what

it’s being done)

Achieve

€500,000 of commercial new business

Increase

Quality of new business quotations

Reduce

Cost of printing by 10 % to

Review

New business processing

service standards

Design A one day writing objectives training

course for managers

Evaluate

Effectiveness of the new business process

for product X

Develop

6 new accounts in Ireland

Using this method you can write SMART objectives

Achieve £500,000 of commercial new business by 31

Carry out rigorous performance management for direct reports during 2012

Reduce loss ratio by 2% by the end of quarter 4 2012

Develop and implement a cross

quarter 4 2012

Structuring Objectives

a beginning (an action), a middle (the condition) and an end

Middle End

State what has to be achieved (and


it’s being done)

End with a measurement in

quality, quantity, time or cost

€500,000 of commercial new business By end 2012

Quality of new business quotations To 95% by 31st

Cost of printing by 10 % to €30,000 By end of next quarter

New business processing

service standards

By 31/12

A one day writing objectives training

course for managers

By delivering this in May

Effectiveness of the new business process

for product X

Within 8 weeks

6 new accounts in Ireland Before the end of the financial

year

Using this method you can write SMART objectives

Achieve £500,000 of commercial new business by 31st

December 2012


Reduce loss ratio by 2% by the end of quarter 4 2012

plement a cross-selling programme for stand-alone businesses by end of

and an end (the

End with a measurement in

quality, quantity, time or cost

st August

By end of next quarter

By delivering this in May

Within 8 weeks

Before the end of the financial


alone businesses by end of

List Of Possible Active Verbs For Objectives

KNOWLEDGE Define

State

Recognise

COMPREHENSION Identify

Justify

Select

Indicate

APPLICATION List

Find

Show

Perform

ANALYSIS Analyse

Identify

Conclude

SYNTHESIS Combine

Summarise

EVALUATION Evaluate

Recognise

ATTITUDE Relate to

Describe

BEHAVIOURS Apply

Argue

Assess

Calculate

Change

Choose

Classify

Combine

Compare

Conclude

Define

Design

Differentiate

Discuss

List Of Possible Active Verbs For Objectives

Define

State

Recognise

Write

Recall

Be aware of

Underline

Select

Identify

Justify

Select

Indicate

Illustrate

Name

Formulate

Explain

Label

Classify

List

Find

Show

Perform

Choose

Reproduce

Use

Demonstrate

Construct

Select

Assess

Explain

Analyse

Identify

Conclude

Select

Separate

Compare

Contrast

Justify

Resolve

Break down

Differentiate

Combine

Summarise

Argue

Discuss

Organise

Select

Relate

Conclude

Evaluate

Recognise

Support

Validate

Determine

Identify

Choose

Relate to

Describe

Recognise

Identify with

Take action to

Address

Apply

Argue

Assess

Calculate

Change

Choose

Classify

Combine

Compare

Conclude

Define

Design

Differentiate

Discuss

Estimate

Explain

Formulate

Identify

Illustrate

Measure

Name

Operate

Organise

Rearrange

Recognize

Record

Relate

Rephrase

Report

Sketch

Solve

Specify

Tell

Translate

Transmit

Underline

Use

Validate

Underline

Select

Explain

Label

Classify

Construct

Select

Assess

Explain

Justify

Resolve

Break down

Differentiate

Select

Relate

Conclude

Identify

Choose

Take action to

Address

Rephrase

Report

Sketch

Solve

Specify

Tell

Translate

Transmit

Underline

Use

Validate

The ‘What’ - SMART Objectives

SMART only describes the “What”

To ensure that manager and individual’s expectations are aligned, it is crucial that objectives

clearly define what successful delivery would look like. If this is achieved, both the Manager

and the individual are working toward the same objectives and per

objectively assessed against these objectives.

Following the SMART acronym ensures that objectives are:

When constructing a SMARTER objective, you need to ensure that the objective includes the

following items:

Specific The desired

You can even write them in bold to highlight the outcomes or goals

places emphasise on the key outputs required

Measurable What is the standard required for the outcomes or goals?

What are the parameters

time

A lot of roles have few measurables but really think about it i.e. to what is

the minimum/maximum standard required against the outcome or goal

Achievable What resources are required? Are there any

that the employee may require to ensure the objective is achievable.

Does the employee’s have the current skill

to achieve the outcomes or goals

Is any training/coaching required?

Are other people

the objective understood?

Will the employee see it as realistic but challenging?

What constraints may there be to ‘block’ the achievement of the objective?

SMART Objectives

“What” i.e. what needs to be achieved?



and the individual are working toward the same objectives and performance can be

objectively assessed against these objectives.

Following the SMART acronym ensures that objectives are:


The desired outcomes or goals must be clearly stated

You can even write them in bold to highlight the outcomes or goals

places emphasise on the key outputs required

What is the standard required for the outcomes or goals?

What are the parameters that can be measured e.g. quality, cost, quantity,

time



What resources are required? Are there any tools e.g. Microsoft Project


Does the employee’s have the current skill-set and information/ knowledge

to achieve the outcomes or goals

Is any training/coaching required?

Are other people’s and department’s involvement in the achievement of

the objective understood?

Will the employee see it as realistic but challenging?




formance can be


You can even write them in bold to highlight the outcomes or goals – this

What is the standard required for the outcomes or goals?

that can be measured e.g. quality, cost, quantity,



tools e.g. Microsoft Project


set and information/ knowledge

’s and department’s involvement in the achievement of


Relevant

Time-framed

Ensure the objective includes the link to the ‘bigger picture’ i.e. how it

helps the team, the department, the division of the business and against

the overall business plan/strategy.

The objective must help develop the individual and/or team members.

Check that the employee understands that is their accountability and

responsibility for achieving the objective (upon agreeing the

content of the objective)

Ensure that a specific end date is agreed. Too many objectives are end of

Q1/Q2/Q3/Q4 rather than a specific end date. Putting a specific end

date can be inserted in electronic calendars such as Outlook or via more

traditional routes e.g. a diary.

Encourage achievement of the objectives before the end of the agreed

timescale – trying to create pro-activity in the employ

link to the ‘bigger picture’ i.e. how it

helps the team, the department, the division of the business and against

The objective must help develop the individual and/or team members.

at is their accountability and

responsibility for achieving the objective (upon agreeing the whole

Ensure that a specific end date is agreed. Too many objectives are end of

. Putting a specific end

date can be inserted in electronic calendars such as Outlook or via more

Encourage achievement of the objectives before the end of the agreed

activity in the employee

A ‘Technique’ For Writing Objectives

The following is the best technique for constructing SMARTER objectives.

What normally happens or is seen regularly is an objective let’s say ‘to improve number of

customer calls answered within three rings by 10% in next performance year’.

Well yes, it is an objective I suppose, but where’s the why, how, when exactly and what’s the

rationale behind setting this as an objective.

So, there are two ways to construct a robust SMART objective

believe would match your personal preferences, learning and communication styles.

You can either:

a. Start with the one-liner e.g. to improve productivity by 10%. Then run through each

element of SMART and use the following blank template (overleaf) for writing in each

element e.g. in the M box what standards are required.

Then, take the information y

one-liner to ‘pad out’ the original statement. This really, really works as the employee

now just doesn’t have a vague objectives but a personalised one with clearly defined.

b. Alternatively, just start with the blank template build in all the elements of SMART and

then use this information to create the overall objective.

Both ways will give the employee what they want i.e. a sufficient level of detail and a clearly

defined and robust objective

considering the individual objectives. So, move away from those one

time writing objectives that matter!

Warning! This does take time but is worth it. If you want to be seen a

then investing time in a really important job factor i.e. interesting and challenging work and

objectives will really send the cat amongst the pigeons.

A ‘Technique’ For Writing Objectives

The following is the best technique for constructing SMARTER objectives.


within three rings by 10% in next performance year’.


rationale behind setting this as an objective.

So, there are two ways to construct a robust SMART objective. Take your pick on what you


liner e.g. to improve productivity by 10%. Then run through each


element e.g. in the M box what standards are required.

Then, take the information you’ve written in each box and build this into your original

liner to ‘pad out’ the original statement. This really, really works as the employee


start with the blank template build in all the elements of SMART and

then use this information to create the overall objective.


defined and robust objective that shows that their leader has invested a lot of time

considering the individual objectives. So, move away from those one-liners and spend the

time writing objectives that matter!

Warning! This does take time but is worth it. If you want to be seen as an effective leader


objectives will really send the cat amongst the pigeons.


within three rings by 10% in next performance year’.


. Take your pick on what you


liner e.g. to improve productivity by 10%. Then run through each


ou’ve written in each box and build this into your original

liner to ‘pad out’ the original statement. This really, really works as the employee


start with the blank template build in all the elements of SMART and


that shows that their leader has invested a lot of time

liners and spend the

s an effective leader


Create A SMART Objective

Now, have a go yourself! Fill in the template a

someone you manage). Are you sure it’s SMART? If it helps, rewrite it into a paragraph in the box

provided once you’ve written the detail in each of the steps.

Specific

Measurable

Achievable

Relevant

Time-Bound

The ‘overall’ SMART objective is therefore: (rewrite information above into a paragraph

using the box below)

Now, isn’t that a really robust objective. Does it cascade well though?

Create A SMART Objective

Now, have a go yourself! Fill in the template and create a SMART objective (for yourself or for


provided once you’ve written the detail in each of the steps.


Now, isn’t that a really robust objective. Does it cascade well though?

nd create a SMART objective (for yourself or for



The ‘How’ – STEPS to Achieve The

SMART only describes the “What”

Objectives still need the “How”

The “steps” to achieve an objective can by created by asking yourself

going to do this?”

Once these “steps” have been defined, these can be used to create some ways to

measure progress, the measurables.

yourself “what would be the evidence that these

below shows how one part of the structure feeds the next.

Beginning Use an active verb, a doing word

Carry out

By using the beginning, middle & end

The What

Carry out monthly 1:1’s and quarterly performance manageme

Steps (the how)

How am I going to do this?

By…

Setting appropriate SMART objectives

Agreeing a development plan for each

individual

Giving regular feedback and discussing

performance

Meeting each of my people each month

Acting on any lack of progress

Asking what they need from me

Attending Effective 1 to 1s Leadership

Development course

STEPS to Achieve The Objectives

“What” i.e. what needs to be achieved?

“How” i.e. the “steps” how to achieve the objective.

to achieve an objective can by created by asking yourself “how am I

have been defined, these can be used to create some ways to

measure progress, the measurables. Measurables can be thought of by asking

what would be the evidence that these “steps” have been taken?”

w one part of the structure feeds the next.

Middle End State what has to be achieved (and


it’s being done)

End with a measurement in quality,

quantity, time or cost

monthly 1:1’s and quarterly

performance management reviews for

each of my direct reports

throughout 2012

beginning, middle & end approach the objective looks like this

Carry out monthly 1:1’s and quarterly performance management reviews for each of my direct reports throughout 2012.

Measurables

What would be the evidence this step has been taken?

A document for each person written SMART. Checked by a 3

Agreeing a development plan for each

Each person has a PDP, signed

Giving regular feedback and discussing Given to all my people

The number of occasions I’ve done it

Motivational and developmental

Meeting each of my people each month Booked into our diaries.

Documented, with actions

Met and discussed. Documentation summarising discussion and actions exists

Feedback documented, added to PDP

Attend course

Action plan written after attending.

My people say their 1 to 1s have improved

how to achieve the objective.

how am I

have been defined, these can be used to create some ways to

thought of by asking

have been taken?” The chart

End with a measurement in quality,

quantity, time or cost

throughout 2012

nt reviews for each of my direct reports throughout 2012.

document for each person written SMART. Checked by a 3rd

party

discussed. Documentation summarising discussion and actions exists

Behaviours

Behaviours lead to results.

So it’s very useful once an objective has been written, (including the how and the measures)

to consider what behaviours will be needed to get the desired results

Ask the owner of the objective to identify which behaviours they think they will be using in

delivering the objective.

This increases their awareness of how the behaviours fit with results and will

to identify evidence for 1 to 1 discussions

As part of the objective setting process you may identify a particular behaviour that the

individual needs to specifically develop in the coming year.

Writing Behavioural Based Objectives

Behaviours are things we see people doing as they undertake their roles and responsibilities.

Behaviours enable people to perform tasks and are not the tasks or skills displayed in a job.

Examples of SMART behavioural objectives

Read the financial section of one quality newspaper each week and discuss relevant

information with line manager at least once a month

Communicate monthly reports via formal presentations to team leaders every four

weeks

Update line manager weekly on workload and offer assista

when appropriate

Keep up to date with new products and services throughout the year by reading new

product literature within one week of launch


at behaviours will be needed to get the desired results


This increases their awareness of how the behaviours fit with results and will

to identify evidence for 1 to 1 discussions


individual needs to specifically develop in the coming year.

Writing Behavioural Based Objectives



Examples of SMART behavioural objectives

ion of one quality newspaper each week and discuss relevant

information with line manager at least once a month


Update line manager weekly on workload and offer assistance to other team leaders


product literature within one week of launch



This increases their awareness of how the behaviours fit with results and will also help them




ion of one quality newspaper each week and discuss relevant


nce to other team leaders


Required Behaviours

‘Required Behaviours’ are objectives that are qualitative, i.e.

numbers, or single specific outcomes. They are very useful for team development and

helping teams focus on what behaviours are needed to succeed.

Focusing on clear required behaviours requires you to be able to identify two types of

outcomes associated with the objective:

The things you do want to see happening as a ‘measure’ of this objective being achieved

The things you don’t want to see happening

is not being met.

To check achievement you need to watch and talk to others because success is based on

what you see and hear.

Outcomes you do want to see are ‘positive indicators’

Outcomes you don’t want to see are ‘indicators for improvement’

N.B. They are deliberately not called ‘negative i

have an impact on how you deliver feedback if any of these outcomes are seen.

An example is given below.

Objectives: To be an effective team leader

POSITIVE INDICATORS

Shares knowledge and ideas with others

Helps others out when they are in trouble

Gives honest, open and helpful feedback

Keeps files in order so colleagues can find

information quickly

Required Behaviours

are objectives that are qualitative, i.e. harder to measure by


helping teams focus on what behaviours are needed to succeed.


tcomes associated with the objective:


The things you don’t want to see happening - or if they occur, it shows that the objective

you need to watch and talk to others because success is based on

Outcomes you do want to see are ‘positive indicators’

Outcomes you don’t want to see are ‘indicators for improvement’

N.B. They are deliberately not called ‘negative indicators’ as by ‘labelling’ them as such will


To be an effective team leader

Shares knowledge and ideas with others

Helps others out when they are in trouble

Gives honest, open and helpful feedback

Keeps files in order so colleagues can find

INDICATORS FOR IMPROVEMENT

Keeps ideas to self and does not offer

views in meetings

Refuses to get involved

Training Department problem

Only gives negative views of the team and

stores it all up

Totally disorganised, no system for

keeping files in order

harder to measure by




or if they occur, it shows that the objective

you need to watch and talk to others because success is based on

ndicators’ as by ‘labelling’ them as such will


INDICATORS FOR IMPROVEMENT

Keeps ideas to self and does not offer

Refuses to get involved - sees it as the

Training Department problem

Only gives negative views of the team and

Totally disorganised, no system for

Create Your Own Behavioural Objectives (Oh, and one for others)!

Using the box below, write 2

Good, now select 2-3 people you manage and create a behavioural objective for

each of them:

Name:

Objective:

Name:

Objective:

Name:

Objective:

Remember, it’s not just the


below, write 2-3 personal SMART behavioural objectives:

3 people you manage and create a behavioural objective for

Remember, it’s not just the what they do, but how they (and you) do it.


3 personal SMART behavioural objectives:

3 people you manage and create a behavioural objective for

what they do, but how they (and you) do it.

Getting SMARTER

If you get in the habit of writing SMART objectives, that’s great. But, there’s still two vital

‘ingredients’ missing from a really well written objective, namely those that are

to the individual and those that are reviewed and updated.

In order for objectives to be motivational, there are a couple of useful considerations here.

How do you make them Exciting

motivational drivers of the individual when agreeing objectives, in order to gain ownership,

commitment and buy-in from the individual.

And not just to ‘tick the box’ to say it’s been agreed, with a degree of reluctance bubbling

under the surface.

Therefore, you need to understand what genuinely motivates each individual. We will

explore this by completing the motivation questionnaire later in this session.

Secondly, the objective needs to be

having the objectives agreed without putting in support mechanisms, review points and

even rewriting/amending them if they become unachievable at some point in the time

period agreed for successfully completing the objective.

Unachievable objectives should not

there will be something to be gained from reviewing the objective and the task and

behavioural objectives completed until it became unachievable. Re

just let them continue to be

So, the Exciting and Reviewed

your SMART objectives SMARTER

Exciting

Reviewed


‘ingredients’ missing from a really well written objective, namely those that are

to the individual and those that are reviewed and updated.


Exciting to the individual? You need to be able to understand the


in from the individual.


ore, you need to understand what genuinely motivates each individual. We will


Secondly, the objective needs to be Reviewed on a regular basis. There’s no point in just

the objectives agreed without putting in support mechanisms, review points and


period agreed for successfully completing the objective.

Unachievable objectives should not just be forgotten and scored off the objectives list as


behavioural objectives completed until it became unachievable. Re-SMART then, and don’t

SMURT (with the U being unachievable).

Reviewed elements are extremely important if you are going to make

SMARTER.

Ensure that the objective motivates the individual

The team member will feel motivated to achieve the objective

Reviewing objectives on a regular basis

Checking progress (often done informally)

Ongoing coaching and encouragement


‘ingredients’ missing from a really well written objective, namely those that are motivational


to the individual? You need to be able to understand the



ore, you need to understand what genuinely motivates each individual. We will


on a regular basis. There’s no point in just

the objectives agreed without putting in support mechanisms, review points and


just be forgotten and scored off the objectives list as


SMART then, and don’t

elements are extremely important if you are going to make

Ensure that the objective motivates the individual

d to achieve the objective

Setting a S.M.A.R.T.E.R Objective

Specific

Measurable

Achievable

Relevant

Time-framed

Exciting

Reviewed

Setting a S.M.A.R.T.E.R Objective – Individual Or Team

Different People Types

Different People Types

The Underachiever often feels powerless

to take action or influence events. In the

past, they may have experienced

punishment for mistakes, or feel lacking in

resources or authority.

They are often the organisation’s greatest

challenge, because it’s not their problem

alone. As a coach, you should adopt a

coaching style of Direction/ Teaching.

In this style the coach defines the roles

and tasks of reports, and supervises them

closely. Decisions are made by the coach

and announced, so communication is

largely one way.

Direct

Coaches define the roles

and tasks of the employee,

and supervise them closely.

Decisions are made by the

coaches and announced.

Communication is largely

one

The Coasters are often quite capable

people who have tried to be Stars in the

past, without success.

The Coaster has lots of energy, they are

always busy doing things and are skilled

and able to do things, but unfortunately

the things they do, and how they do them

are often at odds with what the

organisation is trying to achieve.

They are likely to be discouraged by having

seen previous attempts at change come

and go, with little result. They can become

Stars very quickly if you adopt a coaching

style of Excite/’Show’.

In this style, coach’s show them that they

have an opportunity to be involved early

and positively influence change. Coaches

must respect the knowledge of The

Coaster, discuss reasons, encourages

ownership and the passing of day-to-day

decisions to them. The coach facilitates

and takes part in decisions but encourages

passing control to reports.

Excite/’Show’

Coaches still define roles

and tasks, but seeks ideas

and suggestions from the

employee.

Decisions remain the

coach’s prerogative, but

communication is much

more two

Directing/Teaching

Coaches define the roles

and tasks of the employee,

and supervise them closely.

Decisions are made by the

coaches and announced.

Communication is largely

one-way.

Excite/’Show’

Coaches still define roles

and tasks, but seeks ideas

and suggestions from the

employee.

Decisions remain the

coach’s prerogative, but

communication is much

more two-way.

The Striver will often say all of the right

things in meetings, agreeing

wholeheartedly with the Vision and Goals,

and being keen to get involved. They “talk

the talk”, but there is little action to

support their good words, often because

they do not have the skill or ability to

perform.

They can often be encouraged by

demonstrations that they will be

supported in attempts to make change,

and that initial mistakes will not be

punished. As a coach you should adopt a

coaching style of Mentoring/Guide.

In this style, the coach still defines the

roles and tasks, but seeks ideas, energy

and suggestions from reports. Decisions

remain the coach’s prerogative, but

communication is more two-way and the

aim is to support reports in identifying

how to apply their energy in a practical

way.

Mentoring/Guide

Coaches pass day

decisions, such as task

allocation and processes to

the employee. The coach

facilitates and takes part in

decisions, but control is

with the employee.

The Stars holds a realistic and generally

positive attitude about the organisation.

They are fully supportive of what the

organisation is trying to achieve and their

actions are fully aligned behind business

goals.

They feel they can, through their energy,

effort and ability, make things better and

are willing to go the extra mile to do so.

These are the people organisations refer

to when they say, “People are our greatest

asset.” With Star Performers, you should

adopt a coaching style of Stretching/

Facilitating.

In this style coaches are still involved in

decisions and problem solving but control

is with the report. The Stars decides when

and how the coach will be involved.

Stretching/Facilitating

Coaches are still involved in

decisions and problem

solving, but control is with

the employee. The

emp

and how the leader will be

involved.

The coach should identify

relevant ‘stretch’ and

meaningful development

opportunities for the Stars.

Mentoring/Guide

Coaches pass day-to-day

decisions, such as task

allocation and processes to

the employee. The coach

facilitates and takes part in

decisions, but control is

with the employee.

Stretching/Facilitating

Coaches are still involved in

decisions and problem-

solving, but control is with

the employee. The

employee decides when

and how the leader will be

involved.

The coach should identify

relevant ‘stretch’ and

meaningful development

opportunities for the Stars.

I Want To Make Your Objectives Exciting

What REALLY Motivates You?

Please rate following questionnaire on a scale of 1

you believe each factor is to have at work are and what your current level of satisfaction is

against each factor, again using the same scale.

Factor

1 Manager showing concern for you as a

person

2 Having some authority

3 Good personal relationships with

manager

4 Manager’s decisiveness

5 Examples provided by manager

6 Being involved in planning your own

work

7 Recognition of your efforts

8 Delegation of work to you

9 Being promoted

10 Customer/client contact

11 Salary

12 Extent to which you get on with your

peers

13 Praise

14 Attaining your own goals and meeting

targets

15 Satisfaction with your job

16 Working conditions

17 Having responsibility for discrete areas

I Want To Make Your Objectives Exciting!!!

What REALLY Motivates You?

questionnaire on a scale of 1-4 (1 high, 4 low) against how important


against each factor, again using the same scale.

Importance of factors Current satisf

Manager showing concern for you as a

Having some authority

Good personal relationships with

Manager’s decisiveness

Examples provided by manager

Being involved in planning your own

your efforts

Delegation of work to you

Customer/client contact

Extent to which you get on with your

Attaining your own goals and meeting

Satisfaction with your job

Having responsibility for discrete areas

4 (1 high, 4 low) against how important


Current satisfaction

Factor

of work

18 Working under pressure

19 A competitive environment

20 Your prospects of career development

21 Constructive feedback and coaching

22 Job security

23 The result of the completed work

24 Carrying out complex analysis

25 The organisation’s structure and

processes

26 Your personal job title

27 Extent of supervision

28 Social functions

29 Detailed guidance on how to complete

work tasks

30 Working in a team

31 Being given clear objectives

32 Attending high-level meetings

33 Starting work early in the morning

34 Finishing work late in the evening

35 Other (specify)

Remember, 1=High, 4=Low

Importance of factors Current satisf

Working under pressure

A competitive environment

Your prospects of career development

Constructive feedback and coaching

result of the completed work

Carrying out complex analysis

The organisation’s structure and

Detailed guidance on how to complete

Being given clear objectives

level meetings

Starting work early in the morning

Finishing work late in the evening

Current satisfaction

Wh

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ns

will

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?

Ho

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By

wh

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Wh

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P

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Documents

e-Workbook 1 - From Values To Behaviours & Objectives