Achieving Growth with Goals

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The journey to achieving operational excellence

Achieving Growth with Goals

Matthew Hart @matthewj_hart@betterworks

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Align goals vertically, cross-functionally, and with your company’s strategic plan.

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70% of today’s workforce is failing to reach their full potential every day. Ideas are relatively easy, but it’s execution that is everything. You need to get the team aligned and ensure they’re working together on the priorities that really matter to the larger goals of the business.

John DoerrGeneral Partner at KPCB

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Business Changes are Heightening Goal Importance

1. Business environments are evolving rapidly

2. Organizations are increasingly transparent

3. Employees are increasingly autonomous

4. Employees are increasingly working in teams

5. Employee engagement is extremely low

6. There is a movement toward quantifying performance

Source: “High-Impact Performance Management Using Goals to Focus the 21st-Century Workforce,” Stacia Sherman Garr / Bersin by Deloitte, December 2014.

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Board of Directors / CEO

Executive Team / Senior Leaders

Business Leaders

Team Managers

Team Leaders

Individual Contributors

An Overview of Traditional Goal Cascading

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SVP

VP

Director

Director

VP

Director

Director

VP

Director

Director

Underlying Assumption of Traditional Approach

Network is much more aligned to the reality of how work is done

Hierarchy… …Not Network

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Senior LeadersRevise their goals throughout the

year

ManagersRevise their goals throughout the

year

EmployeesRevise their goals

in a given year

1 in 2 1 in 3 1 in 5

Employees Fail to Revise Goals at Same Rate that Goals Change

Source: “High-Impact Performance Management Using Goals to Focus the 21st-Century Workforce,” Stacia Sherman Garr / Bersin by Deloitte, December 2014.

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Challenges to Operational Excellence and Employee Engagement

Executives

• Lack of alignment and accountability

• Teams wasting up to 25% on non-critical projects

• Hard to get visibility on problem areas

Individuals

• Feel disengaged and unmotivated

• Busy yet working on the wrong things

• Desire more feedback and recognition

Managers

• Reactive, putting out fires, constant distraction

• Costly communication overhead with Excel, Word, Google Docs

• Lack of tools to drive performance

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Our goal is to drive companies to become operationally excellent and provide powerful

insights about how work gets done.®

7 Steps to Achieving Operational Excellence

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Accountability• Strategic goals set• Goals are

documented

Clarity• Communication• Company goals• Team goals

Alignment• Connectedness• Dashboards

Engagement• Monthly check-ins• Quarterly• Optimize with Goal

Science

Execution & Results• Real-time updates• Progress tracking

Agility• Develop Goal

muscle

Aspiration• Based on pass

accomplishments• Growth mindset

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How High Performing Companies Manage Goals

Open

Transparent and all individuals participate

Aspirational

Stretch goals not tiedto compensation

Frequent

Quarterly and monthly check-ins

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Goal Science™ Thinking

Connected Supported Progress-based Adaptable Aspirational

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Company Managers understand connections between

corporate priorities

VerticalOf managers can rely on their boss and direct reports

HorizontalOf managers say they can rely on other functions

16% 84% 9%

Goals need to be connected in three ways

Source: “Why Strategy Execution Unravels – and What to Do About It,” Donald Sull, Rebecca Holmes, and Charles Sull / Harvard Business Review, March 2015.

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Alignment at a Glance™

Connected

Top-down, bottom-up,

and horizontal alignment

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20

40

60

80

100

Goal successMatthews, Gail. "Goals Research Summary." (2013).

No writing

Writing

Writing &sharing

Writing,sharing &feedback

Go

al S

ucc

ess

“The Social Contract”

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Supported

Working transparently

with social reinforcement

and recognition

Work Profile™

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“Fitbit for Work”

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Company Dashboards

Relevant feedback and frequent wins

Progress-based

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“Shoot the Moon”

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Aspirational

Greater achievement and encourage

excellence

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Adaptable

High agility orgs:

More likely to capitalize on change

High agility employees:

More likely to be top quartile performers

4.5x 3.5x

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Flexibility to respond to changing

business needs

Adaptable

Manage goals on any device

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