Setting Goals
by Dera DeRoche-Jolet

Where do goals come from? Some goals should come from management and be given to employees, but others should come from the employees themselves.

Setting those goals should be an exciting time for the company. It’s an opportunity to get together and talk about your vision. Of course, if the company discourages its employees from being open, employees will be hard pressed to offer an opinion or put forth a goal. In that case, everybody loses.

No matter who comes up with the goals, they should be realistic. Employees must believe the objectives make sense and in some way can relate to it on a personal level.
Employees should not feel threatened by goals.

It also helps to understand that there are different types of goals. Some goals are meant to solve problems. "Over 25% of our customers have had two false alarms in one month. We have a problem and it is affecting not only our customer, but also our relationship with the police. What can we do about that?" These are necessary goals, dictated by management because they realize that the problem is affecting their business.

Some goals are simply a continuation of what people are already doing. "We installed an average of 10 systems per month last year. This year we need to increase that to 12 systems per month." That can certainly provide a challenge to your company and especially your sales force. But knowing that you have done it before on a consistent basis, year after year, lowers the challenge and excitement. So be careful with this type of goal.

Other goals are meant to initiate new ideas. Many of your employees are in a position to advise you on new ideas. They may be able to suggest them from what they learn by being out in the field and speaking with your customers.

Some goals have the individual in mind. Ask employees "What can the company help you with?" That should include training and education such as seminars and courses. The object is to improve their technical skills and prepare them for advancement.

No matter what type of goal you are trying to achieve, it’s important you get your employees input. As a manager, doesn’t it make sense to consult with the people who know more about the situation than anyone else? Installers probably have a better hands-on feel for the false alarm problem since they deal directly with customers. From their input, you can help them set goals that will help solve the problem. Here are some ways to encourage them to open up at meetings and share their thoughts and ideas.
Give them some advance notice. People need time to think about what you’re presenting them with. You had time to mull things over, give them the same courtesy. Unrealistic objectives often result when employees, without advance notice, have to come up with ideas off the top of their heads.

Allow plenty of time and don’t rush through meetings. The amount of time you set aside indicates how much importance you extend toward setting goals.

Let them know what is happening in the company. Not only will employees feel that they are an important part of the company but they will be able to provide you with more informed ideas and goals.

Be clear and precise when describing goals. For example, "Increase installations by 25% by December 31." If there is more than one, set priorities. You might follow up in writing to remind them and make sure there is no misunderstanding.

Don’t assume that employees accept and support your goals. Make sure by asking them how they feel about each of the objectives. This is also a good time to show them how it benefits them and the company.

Look at it another way. Even if your employees have little to say about the objectives and how much work needs to be done, they may have some great ideas and thoughts on how it is to be accomplished. At your next meeting you might ask, "We have to sell and install two more alarm systems per month. How do you think we can do it?" That kind of management will involve your employees, stimulate team effort and excitement.

In the end it won’t matter who came up with the goal or the fact that there may be many types of goals. If you do it right, those smaller goals will be part of one large goal: the betterment of the company, the management and the employees.