December 27, 2023 • 34 mins
Description: Join us as we dive into the excitement of the new year, exploring the power of setting fresh goals. Explore practical tips and proven techniques to align individual, team, and organizational goals, setting the stage for a year of unprecedented success and growth.
Resources:
Let's Connect:
Guest LinkedIn Profile - Amanda Mosteller
Guest LinkedIn Profile - Brittany Czirr
Host LinkedIn Profile - Sophie Boler
Transcript:
Transcripts are computer generated -- not 100% accurate word-for-word.
00:00:00:00 - 00:00:21:04 Unknown Hello everybody and welcome to 30 minute Thrive, your go to podcast for anything and everything HR, powered by MRA, the Management Association. Looking to stay on top of the ever changing world of HR? MRA has got you covered. We'll be the first to tell you what's hot and what's not. I'm your host, Sophie Boler and we are so glad you're here.
00:00:21:05 - 00:00:42:16 Unknown Now it's time to thrive. Well, we can get started right away, but we're excited that you're all here with us for our first ever live podcast. But really, we're here to make your 2024 your best year yet. And it's all about goal setting. So today, find out the impact of intentional goal setting and the value that modern day goal setting brings.
00:00:42:18 - 00:01:05:12 Unknown It's a new year. It's time for new goals, and MRA, as always, is here to help you get set. So like I said, we're here on LinkedIn live today, super excited. And for our listeners out there who have questions about goal setting specifically, ask away, definitely encourage you to put your questions in the chat. And Amanda and Brittany will answer them here and now.
00:01:05:14 - 00:01:29:05 Unknown Plus, we can save some time at the end of the episode to really answer any additional questions that might come up. But for now, I'm curious to know where you all joining us from. Like we said, we're from Waukesha, Ohio, Kentucky. We're all over the place right now. So curious who's joining us today. Kind of as we get set here, I'll introduce our guests.
00:01:29:07 - 00:01:59:02 Unknown My name is Sophia Boler and the host of MRA's 30 Minute THRIVE podcast. And joining me are Amanda Mosteller, MRA's director of talent development. And Brittany Czirr learning and development facilitator also with MRA. So kind of as we get started and warming up here and as chats are going to be coming in. Let's talk about goals. And these are really not just your typical New Year's resolutions, which may be not about just a few weeks.
00:01:59:04 - 00:02:24:02 Unknown These are really long term as well as short term goals intended to really help you realize your greatest personal development and productivity for about 2024 year ahead. So today we're really going to be talking about the evolving standards that are reshaping the way we pursue success in every aspect of our lives and the goals we actually achieve to to get that success.
00:02:24:04 - 00:02:49:17 Unknown So let's first kind of talk about the importance of goal setting. Why don't we? So, Amanda, you want to start us off and kind of tell us what the value of setting goals is? Thank you. Yes, I do. And I love your highlight, which really ushers us into modern day goal setting of this is different than end of year New Year's resolution goals that you set three weeks later.
00:02:49:17 - 00:03:12:16 Unknown Hey, look, I'm not at the gym anymore. I hit it strong for about 25 days and then petered off. And and I would challenge that traditional goal setting strategies kind of resulted. Similarly, I would set my goal at the beginning of the year, and then at the end of the year I go, yeah, I was going to do that professionally for the team this year.
00:03:12:17 - 00:03:37:01 Unknown Didn't get to
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:04):
Hello everybody and
welcome to 30 minute Thrive,your go to podcast for anything
and everything HR, powered by MRA,the Management Association.
Looking to stay on top of the everchanging world of HR?
MRA has got you covered.
We'll be the first to tell you what's hotand what's not.
I'm your host, Sophie Bolerand we are so glad you're here.
(00:25):
Now it's time to thrive.
Well, we can get started right away,but we're excited that you're all here
with us for our first ever live podcast.
But really, we're here to make your 2024your best year yet.
And it's all about goal setting.
So today,find out the impact of intentional goal
setting and the value that modern day goalsetting brings.
(00:46):
It's a new year.
It's time for new goals, and MRA,as always, is here to help you get set.
So like I said, we're here on LinkedInlive today, super excited.
And for our listeners out there who havequestions about goal setting specifically,
ask away, definitely encourageyou to put your questions in the chat.
And Amanda and Brittanywill answer them here and now.
(01:09):
Plus, we can save some timeat the end of the episode
to really answer any additional questionsthat might come up.
But for now, I'm curiousto know where you all joining us from.
Like we said, we're from Waukesha,Ohio, Kentucky.
We're all over the place right now.
So curious who's joining us today.
(01:29):
Kind of as
we get set here, I'll introduceour guests.
My name is Sophia Boler and the host ofMRA's 30 Minute THRIVE podcast.
And joining me are Amanda Mosteller,MRA's director of talent development.
And Brittany Czirr learningand development facilitator also with MRA.
So kind of as we get started
(01:50):
and warming up hereand as chats are going to be coming in.
Let's talk about goals.
And these are really not justyour typical New Year's resolutions,
which may be not about just a few weeks.
These are really long termas well as short term goals
intended to really help you realizeyour greatest personal development
and productivityfor about 2024 year ahead.
(02:14):
So today we're really going to be talkingabout the evolving standards
that are reshaping the way we pursuesuccess in every aspect of our lives
and the goals we actually achieveto to get that success.
So let's first kind oftalk about the importance of goal setting.
Why don't we?
So, Amanda,you want to start us off and kind of
(02:36):
tell us what the valueof setting goals is?
Thank you. Yes, I do.
And I love your highlight,which really ushers us into modern day
goal setting of this is differentthan end of year
New Year's resolution goalsthat you set three weeks later.
Hey, look, I'm not at the gym anymore.
(02:56):
I hit it strong for about 25 daysand then petered off.
And and I would challenge
that traditional goal setting strategieskind of resulted.
Similarly, I would set my goalat the beginning of the year,
and then at the end of the yearI go, yeah,
I was going to do thatprofessionally for the team this year.
(03:16):
Didn't get to it.
And so whenwe really talk about the change
and how it's been modernized, thatthat was such a great highlight.
So because it comes into playis why it has evolved as well.
But in terms of the valueand the importance goal setting theory,
I can talk about theory for a momentand I promise everyone just a moment.
(03:40):
Dr. Edwin Locke and Dr.
Gary Lapeactually started the conversation around
setting actionable task performance
related goals in the sixties.
Now, I know you're saying modern day goalsetting in the 1960s do not connect.
And that is accurate.
(04:01):
That's why we talk about modernizinga lot of their approach.
But theory tends to be pretty universal
in terms of how we implement it over time.
That modernizes and changes.
But one stat that will not changeand they actually updated their stats.
They started doing research againin the nineties and updated it
in the early 2000 in the PsychologyToday Journal.
(04:24):
But they really highlightedhow 90% of individuals with performance s
team personal organizational goalsthat they want to accomplish
if they create is actionable goal,they write it down
(04:45):
big key thereand then they refer back to it.
They are 90%more likely to achieve success.
So when I think about the
value of goal setting,I think about the value of actually
having an accountability partnerof writing it down
because we're 90%more likely to achieve success
(05:09):
if we do some simple stepsthat we're going to talk about today.
Brittney, what other thoughts do
you have on the value of goal setting?
my gosh, it's so crucial, right?
Because it really does allow youand to the point of writing it down,
you know, putting stuff out there,speaking it into fruition,
(05:30):
that is there's a lot to be said for that.
If you just kind of keep it inand you internalize it.
What are your checks and balances there?
How are you tracking what you're doingto your point of accountability partners?
You know, how do you measure success?
Because it's not going to be thislike linear or not even linear,
but open to the right. Likeit's not going to look like that at all.
It is peaks and valleysstep forward and backwards.
(05:53):
So how do you how do you navigate thatand making sure that you have it somewhere
that you can refer back to
really helps navigate that aspect of it?
Absolutely. Those are all great points.
And again, I would encourageour listeners, if you have any comments
you want to share,how goal setting has really helped
(06:13):
you and your organization achievebetter success, We're all ears.
We want to know what you're doingand what how you're finding success.
But kind of moving onnow that we know why we need to set goals,
let's kind of talk about the whatand how of goal setting.
So I heard you mentioned modern day goalsetting five times.
(06:34):
So what really is modern day goal settingand how does it differ
from what most people think aboutwhen setting their goals?
And so in the sixties, when goal
setting theory and task performance coach,
that element of their initial theorypublished in the sixties
really was related around
(06:55):
performance for the teamor the organization, right?
So as an individual,how do I fit into the team
performance, which fitsinto the organization performance?
And we set it in Januaryand then we come back
and talk about it in Decemberand we set my new wins in January.
Modern daygoal setting is much more fluid,
(07:19):
so I establish goalsthat might evolve and change in 90 days.
I establish goalsthat might take me three years to get to.
All of them are welcome.
All of them are importantinto that accountability partner piece,
whether that's your manager or a mentoror a peer or they're checking in.
(07:41):
So that set it and forget ittruly is the older way of thinking,
whether they're associated with.
And we can get to talking about,you know, associations with
financial gain.
So whether I have it's allocatedwith my merit increase,
that's going to doesn't changethe amount of check ins
(08:02):
and this cadence of fluiditythat our goals are.
Additionally,people are looking to their organizations
to help develop their career,which is different
than being a piece of the teamor the department of the or great.
It's a two way relationship.
So the organization I'm also lookingat the organization to develop me
(08:26):
in my career so that I can continueto better the organization.
It's a cyclical relationship,so goals aren't just
team and department related.
They're my personal careergrowth goals as well.
And how can the organizationhelp me set those goals
and THRIVE metowards success in those goals,
(08:48):
even if it doesn't have to do with the jobI'm doing with you today?
The job I have today is this.
But maybe I have a career aspirationof this and I could do that here.
That's organization and probablywill be more likely to if the organization
is helping me develop my skillsets in that kind of a goal as well.
That's a very modern view.
Brittany, anything to add on to that?
(09:10):
I do.
So a couple of things.
The the piece where it is a relationshipthat Amanda had mentioned.
So it's having,
you know, an investment into the personso the person can reinvest
into the company.
I think that that is so criticalfor companies to realize that
because what is the saying where you
provide someone with enough resourcesand get them where they want to be
(09:32):
and feed into themso that they want to stay right,
Like train them and
get them to the point where they can leavebut they choose to stay.
It's so much more rewardingand from a financial gain standpoint, from
a satisfaction and morale and engagementstandpoint, to have a culture of folks
that want to be there,they have made the proactive choice to be,
(09:52):
you know, as a company because youas a organization have fed into them.
So I think that is so critical. And I also
love theart and concept of the modern way of,
you know, because in the past itvery much was create the plan.
January 1st, it goes into effect.
We revisit it in December
and then see where we areright from a more modern approach.
(10:15):
It's very much ofwhat are your short term goals
and then your stretch goalsand your long term goals
and how does that all feedinto one another?
Because again, it'snot going to be a series of steps
that, you know, everythingaligns perfectly.
Sometimes it's
this little, you know, nice shuffle alongthat works well and it's smooth.
And then sometimes to get to that goal,
(10:36):
if you've ever donea lunge, it's a deep lunge.
You feel the burn and you're like,This is even painful at the moment,
but you have to navigate through thatto get to that next step.
So being able to really understand like,
you know,what can I do to make the lunge a little,
you know, a little less of a kneeis the way to go.
(10:57):
Yeah, well, Brittany,you hit on something that I think really
highlights the connectionalso to another modern day thing,
which is career pathing, as you mentioned,that growth and engagement.
And as I was saying toI can do it, I'm going to do it somewhere.
And I think as organizations
we need to own thatindividuals are going to do it somewhere.
(11:19):
They can do it here or I can move on.
If I didn't feel supportedin that initiative
and this is directly connectedto modern day career path thing
is no longer this concept ofI grow the ladder, right?
I come in as a individual contributoron this team.
My goal is to become a supervisorof one of my teams in the department
(11:42):
that does the workand then the department head and the vice
president and I move up the ladder.
Now, careerpath thing is, I have knowledge and skills
I want to learn,and sometimes that's in the space I'm in.
Sometimes it's cross
training over into marketingand I do some things for marketing
and maybe I even
(12:03):
foyer into a marketing role for a whilebecause there are certain business skills
that I want to grow in my own repertoirethat the marketing type
job role will give me, thatmy current role will not.
And that's another way,if I know to the modern goal setting,
if I'm telling my leadershipor my my supervisor,
(12:23):
I want to learn how to
be a great, a great strategist.
And I'm trying to think of my ownin filling seats for our public programs.
And that's that's a big push.
I want to learn how to help do that.
Well, I could either start shadowingand learning how to do sales things,
or I could start shadowing and learninghow to do marketing things.
(12:46):
But it's a goal that isn't necessarily
within my job role, that traditional
you know, I've had coaching conversationswith leaders
in the past and organizationswhere it's hard
for them to wrap their head around,but that's not what your job role is.
And so why would we throw energyinto developing that
(13:06):
if that's not what you do today?
And I need you doing these thingsfor the job and and the goal being
instead reframe our thinking, amend.
That's going to be a great benefitall around.
And you as an individualare looking for that and and we can
absolutely help you with that as it alsoreciprocally helps the organization
(13:27):
have so much less siloed approach.
Right.
Like it's not so much of like you'rerestricted to this, you're understanding
the whole organization and seeing howall the pieces in the COG work.
And in Brittany,you kind of mentioned support from the
organization too with goal settingand that makes a lot of sense.
It's much easier to workand achieve your goals when you both have
(13:51):
and you have both your leader
and your organizationsupporting you in those efforts.
And it looks like we do have one questionin the chat kind of on this,
and that is how is goal settingreally help everyone in your organization
that directed at us?
We take that yeah yeah.
(14:11):
From that approach Yeah you knowit's interesting MRA has really done
a wonderful jobof creating these actionable goals
that team leaders, of coursewill have like a waterfall goal, right,
that we're doing for the department,which is also important even.
And we would not say in modern daygoal setting, throw out the
(14:34):
goals.
That's where you lead, that
we are here to continue to grow as a teamas well as individually.
But you also put in your own goalsand then have these fluid conversations.
One of the things I loveorganizationally is
there is an encouragement of likewe encourage you to touch base quarterly.
(14:55):
I will always sayyou should set some sort of cadence
because if left to our own devices,
some of us naturally are betterat touching in than others.
But it does not mean you can't go in
and have goal conversationsthrough this system.
So we're leveraging technologyto grow individually as a team
(15:15):
or individually and as a team, rather,
as well as just any time it comes up.
But the system we do leverageour systems for
this does allow for
individual growth conversations unrelated
to your first biannual touch baseand your annual performance review rate.
(15:38):
And what I've seen and how it has helped.
And I can only speak for our department.
I haven't had cross conversationswith other departments on
how has this yeargoal setting gone for you and Sophie?
You can tag into onhow it's gone for for your team.
But what I have seen is this real feelthat each of us are working individually
(15:58):
on the thingswe need to work on individually.
And there is some that account,
some of that accountability piece,but we can see the progression.
And then imagine looking back
at the performance here and saying,You accomplish these things.
And so then we added another oneand you accomplish that one too,
because you wanted to,
and then we added another oneyou cared about and been like, Now
instead of the ones goal you accomplishedpersonally in the set it and forget it.
(16:22):
Strategy accomplished for personal goalsplus our two team goals.
That's a lot. That's a lot to celebrate.
And that'swhat I've seen is it's much more fluid.
And so things drop offbecause they've been accomplished
and then we add new onesbecause it's this fluid approach.
Brittany You're also on the learningand development team here at MRA.
(16:45):
Are you kind of the same thing that Amandais saying or any other new thoughts
and I am.
But I also want to addfrom my perspective,
one of the things that I thoughtwas the coolest from the MRA and goal
setting standpoint wasthat there was actual conversation, right?
Because how often have goalsbeen assigned to folks or,
(17:08):
you know, again, like it'skind of the less modern approach of like,
how does this feed into what we needfrom an organizational standpoint?
And the conversations are have alwaysbeen, you know,
where do you feel like your strengths lie?
What are some things you want?
You know, your opportunity areas,What are your interests?
Where would you like to grow to?
And then how can we mesh all of thattogether to get you where you want to go?
(17:32):
And the focus on the person was really,really impactful to me.
And it was one of the things thatI thought,
this is it makes an enormous difference.
Yeah, absolutely.I totally agree with that.
I actually coincidentally,I just had a conversation with my manager
this morning on goals, had to align tolook at that perfect timing,
(17:55):
Brittany and me.
And I can definitely attestto everything you're saying on that.
The accountability part is huge, and
I would say that you have to hold yourselfaccountable, too,
because some goals that you makeand even organization wide goals,
it is up to you as the individualto make sure you're staying
on task with the goaland kind of keeping up with the progress.
(18:16):
I mean, personally, for my goals, I,
I have kind of a progress trackerthat really helps.
Kind of like Amanda.
You say writing downthe goals really helps.
Also keeping track of the progressreally helps because
maybe you set a goal early in the yearand you're 55% of the way done.
You don't want to wait to do thatother 55% at the end of the year.
(18:39):
You want to kind of keep that pace going.
So that was a good reminder this morning,kind of when I was talking to my manager
on that.
Well, and another thingI think about to that question
of how we've seen it impact MRIas a whole, as I'm continuing to process
and think through that too,where we were talking about
personal professional goalsbeing supported
(19:00):
internally in an organization,we have a lot of folks
that step into other projects or things
that MRA as a whole wants to focus onand needs to focus on.
And we have someone that's raising theirhand saying, I would love to do that.
We have a team memberthat started helping doing
(19:21):
stream maps for
processes and things like that,kind of in a newer way
that that's not typicallythe types of things they do
internally in their own department,but they wanted to
and they did it for every departmentwithin the organization.
And what a benefit that is,and it's an internal support.
It was masterfully done
(19:43):
and a huge outcome benefit plus a teammember who is developed in a skill set.
They want to do that.
They wouldn't have had an opportunityotherwise.
But because of our philosophyfor how we goal set here,
supporting your ownpersonal professional goals
and not having that,you're only allowed one,
you know,not any of the restrictive mindsets
(20:04):
because I've experiencedthat to where organizations say, Yeah,
you have three department goalsand one personal goal.
And then I'm like,Well, I'm really limited.
And then they did the annual
review and then you set your new goal.
And I'm like, So I got one thing donethis year, darn it.
(20:24):
So this kind of blew it approach
allows for a lot of growth.
Absolutely.
Those are all great examples and gladwe covered that.
Kind of moving on.
We've touched on this a little bit,but why is modernizing
an organization's goalsetting approach important?
And do either of youhave any talking points that our listeners
(20:46):
can kind of take back to their leadershipto bring this concept home?
I mean, I think it's it's the it's
the term that is used a lotand very applicable in this stage.
Engagement, engagement, engagement,retention, retention, retention.
I think part of the beautyof a modernized approach to is
(21:07):
it is inclusive of thosethat like the annual
and I said a big goal that I thinkwill take me 12 months to get to anyway
is works for that because I'mstill checking in on how you're doing.
And for those of us that like more Sureshorter, shorter term
you can tell I've been speakingfor 20 minutes is shorter term
(21:29):
achievable goalsthat build it works for that too.
So in terms of a strategy that engages
all preference types, the answer is yes.
And here's how we do that.
So it can become very personal tiesto the individual based on
how they like their performance goals.
Goals to work.
(21:51):
I wouldn't tell someone. No, you have to.
I've worked at an organizationlike that, too.
You have to have a personal goal andit has to be unrelated to work in your.
It felt very forced and randombecause I didn't want it.
It wasn't internally motivating to me.
But when organizations do
need to do regardlessstrategically is determine
(22:13):
are our goals associated with any meritincreases at the end of the year?
If they are, how what is the meet
needs it improvement meets and exceeds
structure looked likeso that this aligns with that.
Not that it's one or the other.
You can do both.
You just strategically have to make thatdecision so that we can align everything.
(22:37):
And then you do have tobecause if left to our own devices,
like I said before,some of us are better than others
in touching baseand having these conversations,
even if it's fluid,
because I might get
really bogged down in the day to dayand I forget to touch base and say, Hey,
I know you wanted to work on flexingskills, needs, analysis,
(23:01):
conversations and have we providedenough opportunities for you to do that?
How are you doing? How are you feeling?
If I'm still in the day to day,which many of us
get into naturally,because that's how work works,
I won't set those conversations,
so I will do a minimum expectedcadence of touch basis.
Often our accountabilitypartners are managers minimum expectation
(23:26):
with allowancethat it can be much more fluid
than that
bringing
in the other.
Yeah well and I agree.
I agree with everything that Amanda saidand then emphasis placed on
the conversation. Right.
So this is a partnership.
It's not the managers dictate it.
It's it'svery much THRIVEn by the individual.
(23:47):
But in a collaborative effort of likewhere can we
make sure that everything does align?
And then again, to continueto have those conversations?
Absolutely. Absolutely.
And we do have one more questionto cover here.
Yeah.
What is the best way to make sureteam members that come in
mid project are on the same pagewith the team's goals?
(24:10):
You I love everythingabout that question.
I get
really excited when they're likereally great thought provoking questions.
Burning.
Do you mind if I dive in first at all?
Get at it.
I think first is catching them upto speed with
I'm always going to go visionand every project has a vision.
(24:31):
There is an end goalthat this project is trying to create.
And so what are we trying to create?
Where are we at?
Where have we been?
And then I think to your point, Brittany,
what strengthsdo you bring to the table here
and how do you think we can leverage themthe best?
And where do you want to grow?
(24:53):
Because I happen to project sometimeswhere I know why I'm there.
I'm awareof what I'm bringing to the table.
There are pieces that I knowI'm not strong in.
I'm hoping somebody else onthe project team is strong in that.
And thenit being asked, What do I want to grow in?
I would say for me it's analytics.
So if I'm in a projectand we're getting to the measurements
(25:16):
of success pieceand we're reviewing the data
for measurements of success,that's not my strength, wink,
because it's not my whereI like to spend my energy and my time.
I love the visioning, I love the frontend,I love all of that stuff.
Doesn't mean I can't do itbecause in my career I have to,
but it's not my favorite space to be.
(25:37):
So I don't know thatI know the best ways to do it.
So if I'm asking for a goal,
it would be put me on that sub teamwithin the project.
Who's running that piece?
Can I partner with themand can they give me some tests to help?
Because I want to get better at thatfor my own career growth.
I think you bring up a good pointwith that too, Amanda,
(25:57):
like making sure that the vision is there,but also
again, having the conversationabout what you know
are your strengths and what are some areasthat you want to grow because
like the growth is on the other side ofstretching yourself a little bit, right?
So as a manager and as a leader,how do you nudge your folks along
(26:17):
to make sure that the vision is aligned
and that they're bought in,but so that they're not just phoning it in
because they can do it every day,day in and day out with their eyes closed.
So how do you keep them engaged? Right.
So have that conversation
to make sure that the vision isthere were aligned on the vision.
How can I get the most out of whatyou can do in your sleep, you know?
And then how do we also kind of test
(26:39):
you a little how do we nudge you alongso that you're engaged,
so that you want to do it right,so that you feel the build
and even getting someoneoutside their comfort zone?
Because sometimes as a leader,you're going to have to
kind of pull them along a littlebecause they are
maybe you're going to havesome resistance there.
But and it goes a long way with engagementand driving that vision forward.
(27:00):
Yeah. Brittany, that's great advice.
We have another chat questionand listeners to keep on coming.
How many goals is enough?
My advice on that
down right?
How many goals is enough?
I would say a minimum of three.
(27:20):
Like if, if I'm creating a structure,right, I would have,
you know, a department goal
at least that I've assigned someone.
And then dothey have a current job role goal?
If I'm setting a cadence of expectationbecause even then left to our own devices,
if you're going to ask me to if you ask meto set goals, I'll give you 50.
(27:41):
If you're going to ask my husband to setgoals, he'll give you zero.
They'll say,Just keep doing what I'm doing.
So if you want to set upsome sort of minimum
expectation of three goalsnow, they don't have to.
To my point earlier about someone,
I worked in organizationwhere I had to have a personal goal
and had to be unrelated to my joband it had to how you had to.
(28:03):
And I wasn't motivated by itbecause I was checking a box.
I would just say we have three goals.
We're going to have a departmental goal
that your team leaderis going to assign to the department
where each team has to doit, and then, you know,
you and your accountability partner,
your supervisor, can talk throughwhat the other two are going to look like.
No more than.
(28:24):
And this comes from strategic executiongoals.
No, it depends on your length of time,but I would say no more than seven.
And if you're setting them ahead of time
because you have to do your day to day jobstill
and seven goals evaluate itnot for anyone,
(28:45):
especially if you have an overachieverthat wants to set all seven on day one
and spend the yeargetting through them all and then drop it.
Who, that would be a lot.
So I would say best practices,no less than three,
No more than seven at a time.
Absolutely. Me Do you agree on that?
I do. I'm a huge fan of the way.
Three, right.
(29:06):
Three is easy to absorbwhen you're giving information
and easy to attain when you're talkingabout actionable steps on things,
because you have to also factorin that as you set these goals, you're
also going to be working with other peoplein life is going to happen, right?
So it's not like,I give myself seven goals or ten
goals or 50 goalsand it's just boom, boom, boom.
(29:28):
I'm not going to model.
It generally does not work that way right?
So I think three is very manageableand it gives you
a sense of accomplishment,like you want to see the progress.
So I'm kind of wrapping up here.
We're closing in on time,but what are some actual steps
that an organization can make quicklyto kind of get that needle
(29:49):
moving in the direction of modern daygoal setting?
If they don't really do that today?
From my perspective, an organizationlike because I know
Brittany has a great add on to this too,and I want to give her time.
So I'm going to be short for once, but
just determine your strategy. So.
(30:11):
All right.
Off the bat, yes or no,do our goals equate to compensation?
Do they have a connection?
We need to know thatbecause then we need to be very clear
in what constitutes needs.
Improvementmeans expectation or exceeds expectations.
If it is a I do not encourage youto have that concern.
What constitutes it being?
(30:31):
If you meet three goals,you need improvement.
If you meet for because that changesthe fluidity, it locks it back in.
What I encourage you to do,if they do not connect to compensation,
then you have a lot.
Either way, you have a lot of freedom,but there's a lot more freedom
because you can start implementing things.
Day one if your merit increaseshave already happened
(30:55):
or are going to happenin the next couple of months,
this would be a post that stretchstrategic initiative to make that shift.
And then in terms of needs, improvement,exceeds or meets expectations
as it relates to goals,I would have them be the departmental
and job performance goals, specifically,and personal goals are just cherry on top.
(31:17):
They don't actuallyhit your compensation piece.
Those are the two
depending on which arm you go down.
Those are some of the quickactionable pieces to to put into place.
There.
But I know
Brittany's got some something as well.
(31:38):
So when you think about how do youthen accomplish it and lay it out, right,
Because that's the overarchingthis is what we want to do.
So there's a couple acronyms,which is smarter goals.
But then there's also one that's fastgoals, which really resonated with me.
Like, I love that one because FAST standsfor frequently discussed,
ambitious,specific and transparent, right?
(32:00):
So it feels very mucheven just the word fast
that you're moving things along,because if you set a goal,
sometimes it can feel very drawn out.
Even if it's a 90 day goal, it's like,How do I get to the end of this?
Sometimes, you know, oror that three year goal?
When am I going to get to that?
When do I hit that level of achievementthat I have really been working toward?
(32:22):
So using that, that concept of fastso frequently discussed
it does the relationship ambitious,it makes it a bit more aggressive.
Right? So instead of somethingjust be timely and measurable.
It's ambitious.Let's go ahead and reach for the stars.
Why not write specific again
and make sure that is thingsthat you can attain and then transparent.
Making sure that those conversationdo happen, that other people are aware.
(32:45):
So you have a team and cheerleadersbehind you who doesn't want to be routed
on, you know, as we as we move towardprogress.
Absolutely. Yeah.
That's all great advice and well,good good way to kind of close out today.
So like I said,that is all the time we have.
But thank you to all of our listenersfor tuning in today for this live episode.
(33:05):
This episode is recorded, soit will actually be published next week.
So if you want to watch it againor you want to share it out,
going to rewatch it,that will be available for you next week.
We also have some great episodescoming up over the next few weeks,
including an episode on the year aheadwith MRA's president and CEO Susan Frank,
(33:26):
an episode on 2024 Trends
and a lot more so make sure to kind oflook out for those episodes.
You can find MRA's 30 minute Thrivepodcast on your favorite podcast app.
You can go to YouTubeor you can go to MRA's
website at mranet.org.
Amanda and Brittany, thank you so muchfor joining us live today.
(33:48):
I really appreciate all yourinsights and your expertise
to our listeners.
Have a great day
and have a great rest of your weekand we will see you for the next episode.
And that wraps up our contentfor this episode.
Be sure to reference the show noteswhere you can sign them to connect.
For more podcast updates,
check out other MRA episodeson your favorite podcast platform.
(34:10):
And as always, make sure to follow MRA's30 minutes THRIVE
so you don't miss out.Thanks for tuning in
and we'll see you next Wednesdayto carry on the conversation.
Hello everybody and
welcome to 30 minute Thrive,your go to podcast for anything
and everything HR, powered by MRA,the Management Association.
Looking to stay on top of the everchanging world of HR?
MRA has got you covered.
We'll be the first to tell you what's hotand what's not.
I'm your host, Sophie Bolerand we are so glad you're here.
(00:25):
Now it's time to thrive.
Well, we can get started right away,but we're excited that you're all here
with us for our first ever live podcast.
But really, we're here to make your 2024your best year yet.
And it's all about goal setting.
So today,find out the impact of intentional goal
setting and the value that modern day goalsetting brings.
(00:46):
It's a new year.
It's time for new goals, and MRA,as always, is here to help you get set.
So like I said, we're here on LinkedInlive today, super excited.
And for our listeners out there who havequestions about goal setting specifically,
ask away, definitely encourageyou to put your questions in the chat.
And Amanda and Brittanywill answer them here and now.
(01:09):
Plus, we can save some timeat the end of the episode
to really answer any additional questionsthat might come up.
But for now, I'm curiousto know where you all joining us from.
Like we said, we're from Waukesha,Ohio, Kentucky.
We're all over the place right now.
So curious who's joining us today.
(01:29):
Kind of as
we get set here, I'll introduceour guests.
My name is Sophia Boler and the host ofMRA's 30 Minute THRIVE podcast.
And joining me are Amanda Mosteller,MRA's director of talent development.
And Brittany Czirr learningand development facilitator also with MRA.
So kind of as we get started
(01:50):
and warming up hereand as chats are going to be coming in.
Let's talk about goals.
And these are really not justyour typical New Year's resolutions,
which may be not about just a few weeks.
These are really long termas well as short term goals
intended to really help you realizeyour greatest personal development
and productivityfor about 2024 year ahead.
(02:14):
So today we're really going to be talkingabout the evolving standards
that are reshaping the way we pursuesuccess in every aspect of our lives
and the goals we actually achieveto to get that success.
So let's first kind oftalk about the importance of goal setting.
Why don't we?
So, Amanda,you want to start us off and kind of
(02:36):
tell us what the valueof setting goals is?
Thank you. Yes, I do.
And I love your highlight,which really ushers us into modern day
goal setting of this is differentthan end of year
New Year's resolution goalsthat you set three weeks later.
Hey, look, I'm not at the gym anymore.
(02:56):
I hit it strong for about 25 daysand then petered off.
And and I would challenge
that traditional goal setting strategieskind of resulted.
Similarly, I would set my goalat the beginning of the year,
and then at the end of the yearI go, yeah,
I was going to do thatprofessionally for the team this year.
(03:16):
Didn't get to it.
And so whenwe really talk about the change
and how it's been modernized, thatthat was such a great highlight.
So because it comes into playis why it has evolved as well.
But in terms of the valueand the importance goal setting theory,
I can talk about theory for a momentand I promise everyone just a moment.
(03:40):
Dr. Edwin Locke and Dr.
Gary Lapeactually started the conversation around
setting actionable task performance
related goals in the sixties.
Now, I know you're saying modern day goalsetting in the 1960s do not connect.
And that is accurate.
(04:01):
That's why we talk about modernizinga lot of their approach.
But theory tends to be pretty universal
in terms of how we implement it over time.
That modernizes and changes.
But one stat that will not changeand they actually updated their stats.
They started doing research againin the nineties and updated it
in the early 2000 in the PsychologyToday Journal.
(04:24):
But they really highlightedhow 90% of individuals with performance s
team personal organizational goalsthat they want to accomplish
if they create is actionable goal,they write it down
(04:45):
big key thereand then they refer back to it.
They are 90%more likely to achieve success.
So when I think about the
value of goal setting,I think about the value of actually
having an accountability partnerof writing it down
because we're 90%more likely to achieve success
(05:09):
if we do some simple stepsthat we're going to talk about today.
Brittney, what other thoughts do
you have on the value of goal setting?
my gosh, it's so crucial, right?
Because it really does allow youand to the point of writing it down,
you know, putting stuff out there,speaking it into fruition,
(05:30):
that is there's a lot to be said for that.
If you just kind of keep it inand you internalize it.
What are your checks and balances there?
How are you tracking what you're doingto your point of accountability partners?
You know, how do you measure success?
Because it's not going to be thislike linear or not even linear,
but open to the right. Likeit's not going to look like that at all.
It is peaks and valleysstep forward and backwards.
(05:53):
So how do you how do you navigate thatand making sure that you have it somewhere
that you can refer back to
really helps navigate that aspect of it?
Absolutely. Those are all great points.
And again, I would encourageour listeners, if you have any comments
you want to share,how goal setting has really helped
(06:13):
you and your organization achievebetter success, We're all ears.
We want to know what you're doingand what how you're finding success.
But kind of moving onnow that we know why we need to set goals,
let's kind of talk about the whatand how of goal setting.
So I heard you mentioned modern day goalsetting five times.
(06:34):
So what really is modern day goal settingand how does it differ
from what most people think aboutwhen setting their goals?
And so in the sixties, when goal
setting theory and task performance coach,
that element of their initial theorypublished in the sixties
really was related around
(06:55):
performance for the teamor the organization, right?
So as an individual,how do I fit into the team
performance, which fitsinto the organization performance?
And we set it in Januaryand then we come back
and talk about it in Decemberand we set my new wins in January.
Modern daygoal setting is much more fluid,
(07:19):
so I establish goalsthat might evolve and change in 90 days.
I establish goalsthat might take me three years to get to.
All of them are welcome.
All of them are importantinto that accountability partner piece,
whether that's your manager or a mentoror a peer or they're checking in.
(07:41):
So that set it and forget ittruly is the older way of thinking,
whether they're associated with.
And we can get to talking about,you know, associations with
financial gain.
So whether I have it's allocatedwith my merit increase,
that's going to doesn't changethe amount of check ins
(08:02):
and this cadence of fluiditythat our goals are.
Additionally,people are looking to their organizations
to help develop their career,which is different
than being a piece of the teamor the department of the or great.
It's a two way relationship.
So the organization I'm also lookingat the organization to develop me
(08:26):
in my career so that I can continueto better the organization.
It's a cyclical relationship,so goals aren't just
team and department related.
They're my personal careergrowth goals as well.
And how can the organizationhelp me set those goals
and THRIVE metowards success in those goals,
(08:48):
even if it doesn't have to do with the jobI'm doing with you today?
The job I have today is this.
But maybe I have a career aspirationof this and I could do that here.
That's organization and probablywill be more likely to if the organization
is helping me develop my skillsets in that kind of a goal as well.
That's a very modern view.
Brittany, anything to add on to that?
(09:10):
I do.
So a couple of things.
The the piece where it is a relationshipthat Amanda had mentioned.
So it's having,
you know, an investment into the personso the person can reinvest
into the company.
I think that that is so criticalfor companies to realize that
because what is the saying where you
provide someone with enough resourcesand get them where they want to be
(09:32):
and feed into themso that they want to stay right,
Like train them and
get them to the point where they can leavebut they choose to stay.
It's so much more rewardingand from a financial gain standpoint, from
a satisfaction and morale and engagementstandpoint, to have a culture of folks
that want to be there,they have made the proactive choice to be,
(09:52):
you know, as a company because youas a organization have fed into them.
So I think that is so critical. And I also
love theart and concept of the modern way of,
you know, because in the past itvery much was create the plan.
January 1st, it goes into effect.
We revisit it in December
and then see where we areright from a more modern approach.
(10:15):
It's very much ofwhat are your short term goals
and then your stretch goalsand your long term goals
and how does that all feedinto one another?
Because again, it'snot going to be a series of steps
that, you know, everythingaligns perfectly.
Sometimes it's
this little, you know, nice shuffle alongthat works well and it's smooth.
And then sometimes to get to that goal,
(10:36):
if you've ever donea lunge, it's a deep lunge.
You feel the burn and you're like,This is even painful at the moment,
but you have to navigate through thatto get to that next step.
So being able to really understand like,
you know,what can I do to make the lunge a little,
you know, a little less of a kneeis the way to go.
(10:57):
Yeah, well, Brittany,you hit on something that I think really
highlights the connectionalso to another modern day thing,
which is career pathing, as you mentioned,that growth and engagement.
And as I was saying toI can do it, I'm going to do it somewhere.
And I think as organizations
we need to own thatindividuals are going to do it somewhere.
(11:19):
They can do it here or I can move on.
If I didn't feel supportedin that initiative
and this is directly connectedto modern day career path thing
is no longer this concept ofI grow the ladder, right?
I come in as a individual contributoron this team.
My goal is to become a supervisorof one of my teams in the department
(11:42):
that does the workand then the department head and the vice
president and I move up the ladder.
Now, careerpath thing is, I have knowledge and skills
I want to learn,and sometimes that's in the space I'm in.
Sometimes it's cross
training over into marketingand I do some things for marketing
and maybe I even
(12:03):
foyer into a marketing role for a whilebecause there are certain business skills
that I want to grow in my own repertoirethat the marketing type
job role will give me, thatmy current role will not.
And that's another way,if I know to the modern goal setting,
if I'm telling my leadershipor my my supervisor,
(12:23):
I want to learn how to
be a great, a great strategist.
And I'm trying to think of my ownin filling seats for our public programs.
And that's that's a big push.
I want to learn how to help do that.
Well, I could either start shadowingand learning how to do sales things,
or I could start shadowing and learninghow to do marketing things.
(12:46):
But it's a goal that isn't necessarily
within my job role, that traditional
you know, I've had coaching conversationswith leaders
in the past and organizationswhere it's hard
for them to wrap their head around,but that's not what your job role is.
And so why would we throw energyinto developing that
(13:06):
if that's not what you do today?
And I need you doing these thingsfor the job and and the goal being
instead reframe our thinking, amend.
That's going to be a great benefitall around.
And you as an individualare looking for that and and we can
absolutely help you with that as it alsoreciprocally helps the organization
(13:27):
have so much less siloed approach.
Right.
Like it's not so much of like you'rerestricted to this, you're understanding
the whole organization and seeing howall the pieces in the COG work.
And in Brittany,you kind of mentioned support from the
organization too with goal settingand that makes a lot of sense.
It's much easier to workand achieve your goals when you both have
(13:51):
and you have both your leader
and your organizationsupporting you in those efforts.
And it looks like we do have one questionin the chat kind of on this,
and that is how is goal settingreally help everyone in your organization
that directed at us?
We take that yeah yeah.
(14:11):
From that approach Yeah you knowit's interesting MRA has really done
a wonderful jobof creating these actionable goals
that team leaders, of coursewill have like a waterfall goal, right,
that we're doing for the department,which is also important even.
And we would not say in modern daygoal setting, throw out the
(14:34):
goals.
That's where you lead, that
we are here to continue to grow as a teamas well as individually.
But you also put in your own goalsand then have these fluid conversations.
One of the things I loveorganizationally is
there is an encouragement of likewe encourage you to touch base quarterly.
(14:55):
I will always sayyou should set some sort of cadence
because if left to our own devices,
some of us naturally are betterat touching in than others.
But it does not mean you can't go in
and have goal conversationsthrough this system.
So we're leveraging technologyto grow individually as a team
(15:15):
or individually and as a team, rather,
as well as just any time it comes up.
But the system we do leverageour systems for
this does allow for
individual growth conversations unrelated
to your first biannual touch baseand your annual performance review rate.
(15:38):
And what I've seen and how it has helped.
And I can only speak for our department.
I haven't had cross conversationswith other departments on
how has this yeargoal setting gone for you and Sophie?
You can tag into onhow it's gone for for your team.
But what I have seen is this real feelthat each of us are working individually
(15:58):
on the thingswe need to work on individually.
And there is some that account,
some of that accountability piece,but we can see the progression.
And then imagine looking back
at the performance here and saying,You accomplish these things.
And so then we added another oneand you accomplish that one too,
because you wanted to,
and then we added another oneyou cared about and been like, Now
instead of the ones goal you accomplishedpersonally in the set it and forget it.
(16:22):
Strategy accomplished for personal goalsplus our two team goals.
That's a lot. That's a lot to celebrate.
And that'swhat I've seen is it's much more fluid.
And so things drop offbecause they've been accomplished
and then we add new onesbecause it's this fluid approach.
Brittany You're also on the learningand development team here at MRA.
(16:45):
Are you kind of the same thing that Amandais saying or any other new thoughts
and I am.
But I also want to addfrom my perspective,
one of the things that I thoughtwas the coolest from the MRA and goal
setting standpoint wasthat there was actual conversation, right?
Because how often have goalsbeen assigned to folks or,
(17:08):
you know, again, like it'skind of the less modern approach of like,
how does this feed into what we needfrom an organizational standpoint?
And the conversations are have alwaysbeen, you know,
where do you feel like your strengths lie?
What are some things you want?
You know, your opportunity areas,What are your interests?
Where would you like to grow to?
And then how can we mesh all of thattogether to get you where you want to go?
(17:32):
And the focus on the person was really,really impactful to me.
And it was one of the things thatI thought,
this is it makes an enormous difference.
Yeah, absolutely.I totally agree with that.
I actually coincidentally,I just had a conversation with my manager
this morning on goals, had to align tolook at that perfect timing,
(17:55):
Brittany and me.
And I can definitely attestto everything you're saying on that.
The accountability part is huge, and
I would say that you have to hold yourselfaccountable, too,
because some goals that you makeand even organization wide goals,
it is up to you as the individualto make sure you're staying
on task with the goaland kind of keeping up with the progress.
(18:16):
I mean, personally, for my goals, I,
I have kind of a progress trackerthat really helps.
Kind of like Amanda.
You say writing downthe goals really helps.
Also keeping track of the progressreally helps because
maybe you set a goal early in the yearand you're 55% of the way done.
You don't want to wait to do thatother 55% at the end of the year.
(18:39):
You want to kind of keep that pace going.
So that was a good reminder this morning,kind of when I was talking to my manager
on that.
Well, and another thingI think about to that question
of how we've seen it impact MRIas a whole, as I'm continuing to process
and think through that too,where we were talking about
personal professional goalsbeing supported
(19:00):
internally in an organization,we have a lot of folks
that step into other projects or things
that MRA as a whole wants to focus onand needs to focus on.
And we have someone that's raising theirhand saying, I would love to do that.
We have a team memberthat started helping doing
(19:21):
stream maps for
processes and things like that,kind of in a newer way
that that's not typicallythe types of things they do
internally in their own department,but they wanted to
and they did it for every departmentwithin the organization.
And what a benefit that is,and it's an internal support.
It was masterfully done
(19:43):
and a huge outcome benefit plus a teammember who is developed in a skill set.
They want to do that.
They wouldn't have had an opportunityotherwise.
But because of our philosophyfor how we goal set here,
supporting your ownpersonal professional goals
and not having that,you're only allowed one,
you know,not any of the restrictive mindsets
(20:04):
because I've experiencedthat to where organizations say, Yeah,
you have three department goalsand one personal goal.
And then I'm like,Well, I'm really limited.
And then they did the annual
review and then you set your new goal.
And I'm like, So I got one thing donethis year, darn it.
(20:24):
So this kind of blew it approach
allows for a lot of growth.
Absolutely.
Those are all great examples and gladwe covered that.
Kind of moving on.
We've touched on this a little bit,but why is modernizing
an organization's goalsetting approach important?
And do either of youhave any talking points that our listeners
(20:46):
can kind of take back to their leadershipto bring this concept home?
I mean, I think it's it's the it's
the term that is used a lotand very applicable in this stage.
Engagement, engagement, engagement,retention, retention, retention.
I think part of the beautyof a modernized approach to is
(21:07):
it is inclusive of thosethat like the annual
and I said a big goal that I thinkwill take me 12 months to get to anyway
is works for that because I'mstill checking in on how you're doing.
And for those of us that like more Sureshorter, shorter term
you can tell I've been speakingfor 20 minutes is shorter term
(21:29):
achievable goalsthat build it works for that too.
So in terms of a strategy that engages
all preference types, the answer is yes.
And here's how we do that.
So it can become very personal tiesto the individual based on
how they like their performance goals.
Goals to work.
(21:51):
I wouldn't tell someone. No, you have to.
I've worked at an organizationlike that, too.
You have to have a personal goal andit has to be unrelated to work in your.
It felt very forced and randombecause I didn't want it.
It wasn't internally motivating to me.
But when organizations do
need to do regardlessstrategically is determine
(22:13):
are our goals associated with any meritincreases at the end of the year?
If they are, how what is the meet
needs it improvement meets and exceeds
structure looked likeso that this aligns with that.
Not that it's one or the other.
You can do both.
You just strategically have to make thatdecision so that we can align everything.
(22:37):
And then you do have tobecause if left to our own devices,
like I said before,some of us are better than others
in touching baseand having these conversations,
even if it's fluid,
because I might get
really bogged down in the day to dayand I forget to touch base and say, Hey,
I know you wanted to work on flexingskills, needs, analysis,
(23:01):
conversations and have we providedenough opportunities for you to do that?
How are you doing? How are you feeling?
If I'm still in the day to day,which many of us
get into naturally,because that's how work works,
I won't set those conversations,
so I will do a minimum expectedcadence of touch basis.
Often our accountabilitypartners are managers minimum expectation
(23:26):
with allowancethat it can be much more fluid
than that
bringing
in the other.
Yeah well and I agree.
I agree with everything that Amanda saidand then emphasis placed on
the conversation. Right.
So this is a partnership.
It's not the managers dictate it.
It's it'svery much THRIVEn by the individual.
(23:47):
But in a collaborative effort of likewhere can we
make sure that everything does align?
And then again, to continueto have those conversations?
Absolutely. Absolutely.
And we do have one more questionto cover here.
Yeah.
What is the best way to make sureteam members that come in
mid project are on the same pagewith the team's goals?
(24:10):
You I love everythingabout that question.
I get
really excited when they're likereally great thought provoking questions.
Burning.
Do you mind if I dive in first at all?
Get at it.
I think first is catching them upto speed with
I'm always going to go visionand every project has a vision.
(24:31):
There is an end goalthat this project is trying to create.
And so what are we trying to create?
Where are we at?
Where have we been?
And then I think to your point, Brittany,
what strengthsdo you bring to the table here
and how do you think we can leverage themthe best?
And where do you want to grow?
(24:53):
Because I happen to project sometimeswhere I know why I'm there.
I'm awareof what I'm bringing to the table.
There are pieces that I knowI'm not strong in.
I'm hoping somebody else onthe project team is strong in that.
And thenit being asked, What do I want to grow in?
I would say for me it's analytics.
So if I'm in a projectand we're getting to the measurements
(25:16):
of success pieceand we're reviewing the data
for measurements of success,that's not my strength, wink,
because it's not my whereI like to spend my energy and my time.
I love the visioning, I love the frontend,I love all of that stuff.
Doesn't mean I can't do itbecause in my career I have to,
but it's not my favorite space to be.
(25:37):
So I don't know thatI know the best ways to do it.
So if I'm asking for a goal,
it would be put me on that sub teamwithin the project.
Who's running that piece?
Can I partner with themand can they give me some tests to help?
Because I want to get better at thatfor my own career growth.
I think you bring up a good pointwith that too, Amanda,
(25:57):
like making sure that the vision is there,but also
again, having the conversationabout what you know
are your strengths and what are some areasthat you want to grow because
like the growth is on the other side ofstretching yourself a little bit, right?
So as a manager and as a leader,how do you nudge your folks along
(26:17):
to make sure that the vision is aligned
and that they're bought in,but so that they're not just phoning it in
because they can do it every day,day in and day out with their eyes closed.
So how do you keep them engaged? Right.
So have that conversation
to make sure that the vision isthere were aligned on the vision.
How can I get the most out of whatyou can do in your sleep, you know?
And then how do we also kind of test
(26:39):
you a little how do we nudge you alongso that you're engaged,
so that you want to do it right,so that you feel the build
and even getting someoneoutside their comfort zone?
Because sometimes as a leader,you're going to have to
kind of pull them along a littlebecause they are
maybe you're going to havesome resistance there.
But and it goes a long way with engagementand driving that vision forward.
(27:00):
Yeah. Brittany, that's great advice.
We have another chat questionand listeners to keep on coming.
How many goals is enough?
My advice on that
down right?
How many goals is enough?
I would say a minimum of three.
(27:20):
Like if, if I'm creating a structure,right, I would have,
you know, a department goal
at least that I've assigned someone.
And then dothey have a current job role goal?
If I'm setting a cadence of expectationbecause even then left to our own devices,
if you're going to ask me to if you ask meto set goals, I'll give you 50.
(27:41):
If you're going to ask my husband to setgoals, he'll give you zero.
They'll say,Just keep doing what I'm doing.
So if you want to set upsome sort of minimum
expectation of three goalsnow, they don't have to.
To my point earlier about someone,
I worked in organizationwhere I had to have a personal goal
and had to be unrelated to my joband it had to how you had to.
(28:03):
And I wasn't motivated by itbecause I was checking a box.
I would just say we have three goals.
We're going to have a departmental goal
that your team leaderis going to assign to the department
where each team has to doit, and then, you know,
you and your accountability partner,
your supervisor, can talk throughwhat the other two are going to look like.
No more than.
(28:24):
And this comes from strategic executiongoals.
No, it depends on your length of time,but I would say no more than seven.
And if you're setting them ahead of time
because you have to do your day to day jobstill
and seven goals evaluate itnot for anyone,
(28:45):
especially if you have an overachieverthat wants to set all seven on day one
and spend the yeargetting through them all and then drop it.
Who, that would be a lot.
So I would say best practices,no less than three,
No more than seven at a time.
Absolutely. Me Do you agree on that?
I do. I'm a huge fan of the way.
Three, right.
(29:06):
Three is easy to absorbwhen you're giving information
and easy to attain when you're talkingabout actionable steps on things,
because you have to also factorin that as you set these goals, you're
also going to be working with other peoplein life is going to happen, right?
So it's not like,I give myself seven goals or ten
goals or 50 goalsand it's just boom, boom, boom.
(29:28):
I'm not going to model.
It generally does not work that way right?
So I think three is very manageableand it gives you
a sense of accomplishment,like you want to see the progress.
So I'm kind of wrapping up here.
We're closing in on time,but what are some actual steps
that an organization can make quicklyto kind of get that needle
(29:49):
moving in the direction of modern daygoal setting?
If they don't really do that today?
From my perspective, an organizationlike because I know
Brittany has a great add on to this too,and I want to give her time.
So I'm going to be short for once, but
just determine your strategy. So.
(30:11):
All right.
Off the bat, yes or no,do our goals equate to compensation?
Do they have a connection?
We need to know thatbecause then we need to be very clear
in what constitutes needs.
Improvementmeans expectation or exceeds expectations.
If it is a I do not encourage youto have that concern.
What constitutes it being?
(30:31):
If you meet three goals,you need improvement.
If you meet for because that changesthe fluidity, it locks it back in.
What I encourage you to do,if they do not connect to compensation,
then you have a lot.
Either way, you have a lot of freedom,but there's a lot more freedom
because you can start implementing things.
Day one if your merit increaseshave already happened
(30:55):
or are going to happenin the next couple of months,
this would be a post that stretchstrategic initiative to make that shift.
And then in terms of needs, improvement,exceeds or meets expectations
as it relates to goals,I would have them be the departmental
and job performance goals, specifically,and personal goals are just cherry on top.
(31:17):
They don't actuallyhit your compensation piece.
Those are the two
depending on which arm you go down.
Those are some of the quickactionable pieces to to put into place.
There.
But I know
Brittany's got some something as well.
(31:38):
So when you think about how do youthen accomplish it and lay it out, right,
Because that's the overarchingthis is what we want to do.
So there's a couple acronyms,which is smarter goals.
But then there's also one that's fastgoals, which really resonated with me.
Like, I love that one because FAST standsfor frequently discussed,
ambitious,specific and transparent, right?
(32:00):
So it feels very mucheven just the word fast
that you're moving things along,because if you set a goal,
sometimes it can feel very drawn out.
Even if it's a 90 day goal, it's like,How do I get to the end of this?
Sometimes, you know, oror that three year goal?
When am I going to get to that?
When do I hit that level of achievementthat I have really been working toward?
(32:22):
So using that, that concept of fastso frequently discussed
it does the relationship ambitious,it makes it a bit more aggressive.
Right? So instead of somethingjust be timely and measurable.
It's ambitious.Let's go ahead and reach for the stars.
Why not write specific again
and make sure that is thingsthat you can attain and then transparent.
Making sure that those conversationdo happen, that other people are aware.
(32:45):
So you have a team and cheerleadersbehind you who doesn't want to be routed
on, you know, as we as we move towardprogress.
Absolutely. Yeah.
That's all great advice and well,good good way to kind of close out today.
So like I said,that is all the time we have.
But thank you to all of our listenersfor tuning in today for this live episode.
(33:05):
This episode is recorded, soit will actually be published next week.
So if you want to watch it againor you want to share it out,
going to rewatch it,that will be available for you next week.
We also have some great episodescoming up over the next few weeks,
including an episode on the year aheadwith MRA's president and CEO Susan Frank,
(33:26):
an episode on 2024 Trends
and a lot more so make sure to kind oflook out for those episodes.
You can find MRA's 30 minute Thrivepodcast on your favorite podcast app.
You can go to YouTubeor you can go to MRA's
website at mranet.org.
Amanda and Brittany, thank you so muchfor joining us live today.
(33:48):
I really appreciate all yourinsights and your expertise
to our listeners.
Have a great day
and have a great rest of your weekand we will see you for the next episode.
And that wraps up our contentfor this episode.
Be sure to reference the show noteswhere you can sign them to connect.
For more podcast updates,
check out other MRA episodeson your favorite podcast platform.
(34:10):
And as always, make sure to follow MRA's30 minutes THRIVE
so you don't miss out.Thanks for tuning in
and we'll see you next Wednesdayto carry on the conversation.
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