home › Chassis › Achieving the goals of the organization: conditions, strategies and methods. Action plan to achieve organizational goals

Achieving the goals of the organization: conditions, strategies and methods. Action plan to achieve organizational goals

If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then the specific final state that the organization strives for at each moment of time is fixed in the form of its goals. In other words,

Strategic goals - specific results and achievements, distributed over time, which are necessary for the implementation formulated in the mission.

Goals are a specific state of individual characteristics of the organization, the achievement of which is desirable for it and to which its activities are directed.

The importance of goals for an organization cannot be overestimated.

The goals are the starting point for planning activities, the goals underlie the construction of organizational relations, the motivation system used in the organization is based on the goals, and finally, the goals are the starting point in the process of monitoring and evaluating the results of the work of individual employees, departments and the organization as a whole.

Depending on the period of time required to achieve them, the goals are divided into long-term And short-term.

In principle, the division of goals into these two types is based on the time period associated with the duration of the production cycle.

The goals, which are expected to be achieved by the end of the production cycle, are long-term. It follows that in different industries there should be different time periods to achieve long-term goals. However, in practice, goals that are achieved within one to two years are usually considered short-term, and, accordingly, goals that are achieved in three to five years are considered long-term.

The division of goals into long-term and short-term is of fundamental importance, since these goals differ significantly in content. Short-term goals are characterized by a much greater specification and detail (who, what and when should perform) than long-term goals. Sometimes, if the need arises, intermediate goals are also set between long-term and short-term goals, which are called medium-term.

Goal Requirements

Goals are essential to the successful operation and long-term survival of an organization. However, if the goals are incorrect or poorly defined, this can lead to very serious negative consequences for the organization.

The purpose of the organization is its future desired state, the motive for the behavior and actions of its employees. Unlike the mission, the goals express more specific directions of the enterprise.

Doran created the SMART GOAL checklist (see Table 2.1) which is very helpful in setting goals.

Table 2.1 - CHARACTERISTICS OF GOALS

The goals of each level reflect the overall goal, and the lower the level, the more detailed the goals.

The goals of the organization are formulated and established on the basis of the overall mission and certain values and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.

First, goals should be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress. It will be easier to determine how well the organization is working towards achieving its goals.

Second, goals must be time oriented. Not only must the organization specify exactly what the organization wants to accomplish, but also when the result is to be achieved. Goals are usually set for long or short time periods. Long-term goal, has a planning horizon of approximately five years, sometimes more for technologically advanced firms. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.

Third, goals should be achievable to serve to improve the efficiency of the organization. Setting a goal that lowers an organization's capabilities due to lack of resources or external factors can be disastrous. If the goals are unattainable, the desire of employees to succeed will be blocked and their motivation will weaken. Since it is common in everyday life to associate rewards and promotions with the achievement of goals, unattainable goals can make the means used in an organization to motivate employees less effective.

Fourth, to be effective, the organization's multiple goals must be mutually supportive, i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

Goal Setting Directions

Depending on the specifics of the industry, the characteristics of the state of the environment, the nature and content of the mission, each organization sets its own goals, which are special both in terms of a set of organization parameters, the desired state of which acts as the goals of the organization, and in the quantitative assessment of these parameters.

Goals will only be a meaningful part of the strategic planning and management process if top management sets them right, then communicates them to everyone in the organization and encourages their implementation. The strategic planning and management process will be successful to the extent that senior management is involved in the formulation of goals, and to what extent these goals reflect the values of management and the real capabilities of the firm.

Key spaces for defining organizational goals are presented in Table 9.1.

Strategic planners have come to the consensus that financial goals are the most important. Profit occupies a leading position in the hierarchy of goals of a commercial organization.

Goals are always achieved under certain restrictions, which can be set by the organization itself and act from the outside.

Internal constraints may be the principles of the firm, the level of costs, production capacity, financial resources, the state of marketing, managerial capacity, etc.

External restrictions can be legislative norms, inflation, competitors, changes in the economic situation and the level of income of the population, the financial condition of the main partners and debtors, etc.

However, despite being situational in fixing a set of goals, there are four areas in which organizations set their goals:

1) income of the organization;

2) work with clients;

3) the needs and welfare of employees;

4) social responsibility.

As can be seen, these four areas relate to the interests of all entities influencing the activities of the organization, which were discussed earlier when discussing the mission of the organization.

The most common areas for which goals are set in business organizations are as follows.

1. In the area of income:

Profitability reflected in indicators such as profit margin, profitability, earnings per share, etc.;

Market position, described by indicators such as market share, sales volume, market share relative to a competitor, the share of individual products in total sales, etc.;

Productivity, expressed in costs per unit of production, material consumption, in the return per unit of production capacity, the volume of products produced per unit of time, etc.;

Financial resources, described by indicators characterizing the structure of capital, the movement of money in the organization, the value working capital and so on.;

The capacity of the organization, expressed in terms of target indicators regarding the size of the capacity used, the number of pieces of equipment, etc.;

Development, production of a product and updating of technology, described in terms of such indicators as the amount of costs for the implementation of research projects, the timing of the introduction of new equipment, the timing and volume of product production, the timing of bringing a new product to the market, the quality of the product, etc.

2. In the field of work with clients:

Customer service expressed in terms of speed of customer service, number of complaints from customers, etc.

3. In the field of work with employees:

Changes in the organization and management, reflected in indicators that set targets for the timing of organizational changes, etc.;

Human resources, described using indicators that reflect the number of work absences, staff turnover, employee training, etc.

4. In the field of social responsibility:

Providing assistance to society, described by such indicators as the amount of charity, the timing of charity events, etc.

The main idea and entrepreneurial philosophy are necessary to establish the strategic goals of the owners of the organization, its managers, employees, as well as to win the trust of customers and other stakeholders so that there is no conflict of their interests. The correct definition of goals is a global prerequisite for the successful development of a management strategy at any level.

Not only the message, entrepreneurial philosophy and main idea are used to form strategic goals. Extremely important sources of information are data on the internal and external environment, expected market dynamics, competition, and other factors (see Figure 2.2).

Figure 2.2 - The process of formulating and monitoring strategic goals

Hierarchy of goals ("tree of goals")

In any large organization that has several different structural units and several levels of management, it develops hierarchy of goals, which is a decomposition of goals more than high level to a lower level target. The specifics of the hierarchical construction of goals in the organization is due to the fact that:

Higher level goals are always broader in nature and have a longer time frame to achieve;

Lower-level goals act as a kind of means to achieve higher-level goals.

For example, short-term goals are derived from long-term ones, they are concretized and detailed, "subordinate" to them and determine the organization's activities in the short term. Short-term goals, as it were, set milestones on the way to achieving long-term goals. It is through the achievement of short-term goals that the organization moves step by step towards achieving its long-term goals.

Based on a large number of enterprise goals, their individual nature and complex relationships, a special model is used to analyze them - the goal tree model.

To build such a model, goal statements should consist of the following elements:

The scope of the goal (to what extent should the goal be achieved?);

Target deadline (How long does it take to reach the target?).

The goal structuring method provides for quantitative and qualitative description, deadlines for achieving and analysis of hierarchically distributed interrelated and interdependent goals strategic management.

Structured goals are often presented graphically in the form of a "tree" of goals, showing the links between them and the means to achieve them.

The construction of such a "tree" is carried out on the basis of deductive logic using heuristic procedures. It consists of goals of several levels: general goal - main goals (sub-goals of the 1st level) - goals of the 2nd level - sub-goals of the 3rd level, and so on up to the required level.

To achieve the general goal, it is necessary to realize the main goals (in essence, these goals act as a means in relation to the higher goal); to achieve each of the main goals, it is required to implement, respectively, their more specific goals of the 2nd level, etc.

Usually, classification, decomposition and ranking procedures are used to build a "tree" of goals. Each subgoal should be characterized by a coefficient of relative importance. The sum of these coefficients for subgoals of one goal should be equal to one.

Each level of goals (subgoals) should be formed according to a certain sign of the decomposition of the process of achieving them, and any goal (subgoal) should preferably be attributed to an organizationally separate unit or executor.

The hierarchy of goals plays a very important role, as it establishes the "connectivity" of the organization and ensures the orientation of the activities of all departments towards achieving the goals of the upper level. If the hierarchy of goals is built correctly, then each department, achieving its goals, makes the necessary contribution to achieving the goals of the organization as a whole.

In conclusion, the main differences between the mission and goals of the organization can be noted (table 9.2).

The goals set must have the status of law for the organization, for all its divisions and for all members. However, immutability does not follow from the requirement of obligatory goals. It was already mentioned earlier that, due to the dynamism of the environment, goals can change. It is possible to approach the problem of changing goals in the following way: goals are adjusted whenever circumstances require it. In this case, the process of changing goals is purely situational.

But another approach is possible. Many organizations implement a systematic, proactive goal change. With this approach, the organization sets long-term goals. Based on these long-term goals, detailed short-term goals (usually annual) are developed. Once these goals are achieved, new long-term goals are developed. At the same time, they take into account the changes that occur in the environment, and those changes that occur in the set and level of requirements put forward in relation to the organization by the subjects of influence. On the basis of new long-term goals, short-term goals are determined, upon reaching which new long-term goals are again developed. With this approach, long-term goals are not achieved, as they change regularly. However, there is always a long-term target orientation in the activities of the organization and the course is regularly adjusted taking into account emerging new circumstances and opportunities.

One of the most important points that determine the process of setting goals in the organization is the degree of delegation of decision-making power on goals to the lower levels of the organization. As familiarity with real practice shows, the process of setting goals in various organizations runs differently. In some organizations, goal setting is completely or largely centralized, while in other organizations there may be complete or almost complete decentralization. There are organizations in which the goal-setting process is intermediate between full centralization and full decentralization.

Each of these approaches has its own specifics, advantages and disadvantages. So, in the case of complete centralization in setting goals, all goals are determined by the highest level of management of the organization. With this approach, all goals are subject to a single orientation. And this is a definite advantage. At the same time, this approach has significant drawbacks. So, the essence of one of these shortcomings is that at the lower levels of organizations there may be rejection of these goals and even resistance to their achievement.

In the case of decentralization, in the process of setting goals, along with the top and lower levels of the organization participate. There are two schemes for decentralized goal setting. In one, the goal-setting process is top-down. The decomposition of goals occurs as follows: each of the lower levels in the organization determines its goals based on what goals were set for a higher level. The second scheme suggests that the goal-setting process proceeds from the bottom up. In this case, the lower links set goals for themselves, which serve as the basis for setting goals for a subsequent, higher level.

As can be seen, different approaches to setting goals differ significantly. However, it is common that the decisive role in all cases should belong to the top management.

Strategic objectives

The distinction between goals and objectives is based on the level at which they operate in the organization. Tasks are also relevant to individual divisions of the organization or its branches.

It is also possible the presence of tasks in the goals, but at the level of departments, if they are included in the process of achieving the goals. In this case, the tasks are a reformulation of the general goals, in that part of their achievement that is assigned to individual departments (for example, the company's goal to get a certain percentage of sales growth can be reformulated as specific tasks for the production department, marketing department, transport department, financial service, etc.). d.).

Objectives are more short-term than goals, as they are related to the planning of current activities. This often leads to the fact that the tasks are inherently multiple, as they are operational in nature and may vary depending on the direction of the company.

The goal and main objectives provide the background in which the proposed strategies are formulated, as well as the criteria by which they are evaluated.

Key objectives establish what the organization intends to accomplish in the medium and long term to achieve the goal.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

How to set goals correctly

Goal setting is the process of setting a goal. This concept is devoted to many popular science books. According to psychologists, a correctly formulated task is a 50% guarantee of its achievement. Many do not know how to set goals correctly. Therefore, it is not surprising that trainings have become popular, where professional psychologists teach the basic principles of goal setting. Unlike desires and dreams, the goal is a definite, clear concept, since there is a specific result behind it. This result must be seen. You have to believe in reaching your goal. Only then can it really be achieved.

Wordings: “I want to expand my business”, “I want to increase my income” are examples of desires. To translate them into the category of goals, you need to specifically define what it means for you to expand the business. Open new branches? Expand your range of services? Attract more customers? Increase production? How much to increase or expand: by 20% or 2 times? The result you are striving for must be measurable.

The result you are striving for must be measurable.

It is best to write down a specific goal in a diary. To formulate it, use active verbs, such as "make", "earn", "achieve". Do not use the words “must”, “necessary”, “necessary”, “should”, as they carry a semantic connotation of coercion, overcoming internal barriers. This is your goal. You want to achieve it, no one is forcing you to do it.

Achieving too simple goals is not interesting. The task must be difficult, so that on the way to it you have to overcome difficulties, only in this way you can develop. But the goal must be real. Therefore, before formulating it, it is necessary to analyze the current state of affairs and assess the available resources and opportunities. Opening 5 new branches at once or increasing income by 10 times is unlikely to succeed. Achieve more modest goals first. Over time, you will come to what you did not even dare to dream of at the beginning of the journey.

The correct setting of the goal necessarily contains an indication of the time of its achievement. For example, goals to expand the customer base or increase production volume should be specified in terms of percentages (by 30%) and a period (1 year).

If you learn to correctly and specifically formulate goals for yourself, you will be able to clearly and clearly set them for others. The head of the organization must know the basic principles of goal setting. Then he will require his managers to correctly formulate the goals of their work. And this is a guarantee that they will actually fulfill their tasks.

How to achieve goals

The methods for achieving the goals are as follows:

The goal leads to a result. If it is very important to you, then it will be easier to achieve it. Imagine all the benefits of achieving the end result. Anticipate in advance the sensations of joy and success that you will experience in that moment. Then no fears and doubts will interfere on the way to your goal. Psychologists call this technique the visualization method. It helps to update all external and internal resources to achieve the goal, attracts the necessary ideas, people, and means. For example, think about the benefits you would get if you increased your income by 50%. You will be able to afford more expensive real estate, a car, vacation, gifts to loved ones. Raise your social status. Which of these benefits do you most desire? Imagine that you have already achieved it. And let this picture inspire you. When you set goals for your employees, help them see the positives in their overall accomplishments. Salary increase, bonuses, career growth, obtaining additional funds to the company's budget for corporate events.
To go a long way to achieve a big and important goal, you need to divide it into stages. To do this, the global goal is broken down into smaller goals. These, in turn, can also be broken down into smaller tasks. If all this is schematically depicted on paper, then we get a real system of goals and subgoals. Try to formulate each of them clearly with an indication of the timing of achievement, and then this scheme can be easily turned into step by step plan movement towards the main global goal. Such planning will become the basis for compiling a clear instruction for action for your subordinates. For example, the goal to expand the range of services can be divided into subgoals: to study the specifics of new services, purchase the equipment necessary for their provision, select specialists or train your employees, find an additional place.
Close people can help you achieve your personal goals. And when we are talking business-related tasks cannot be done without the help of employees and partners. After breaking the global goal into specific sub-goals, consider which of the subordinates can cope with each of them most successfully. But remember, you set the initial goal for yourself, it is important for you, therefore, the responsibility for achieving it also lies, first of all, on you. If you do not reach your goal because one of the employees did not complete the task assigned to him, then the blame for this will lie with you. It means that you overestimated the resources of this worker. Perhaps he needs more time to solve his problem or needs to improve his skills. Or maybe a completely different specialist is needed to achieve this subgoal.
Try to assess in advance the obstacles that will arise on the way to achieving the goal. Think about how you can overcome or eliminate them. Not all at once, but gradually, one at a time. Of course, it is impossible to predict all problems. But you will have a plan to eliminate at least some of them.
Look for additional resources. New information, new knowledge and skills will help overcome obstacles that at first may seem the biggest. You may have to hire new specialists (marketers, analysts, content managers, business coaches) or your existing employees will need to take training courses, trainings, seminars.
Make a general plan of action for the period of time that you have given yourself to achieve the goal. It reflects who and in what terms will solve intermediate tasks, what resources and additional investments will be attracted to overcome obstacles. Based on the general plan, draw up more detailed plans for each quarter, month and even week. Of course, during the execution you will have to adjust a lot in the plan. After all, on the way to the goal you will have new knowledge, experience, and circumstances may change. Most likely, during the implementation of the plan, you will see mistakes made in the preparation. So along the way, you will need to work on the bugs. You may even have to adjust your goals if you realize that so far your resources are not enough to achieve the original ones. But it's not scary. Anyway, you will already go part of the way, gain new knowledge and experience that will help you adjust your goals and move on.
Periodically review your goals, methods to achieve them, and resources. This is useful for further rational planning of your path.
Consider the price you will have to pay to reach your goal. Financial investments will be required to train employees and purchase equipment. Additional time is needed to supervise the work of the new branch. You may need to cut back on your private time or spend less time with your family. It takes time and effort to complete the training. And involving a partner in business will make you give up the habit of solving everything yourself. Assess your willingness to sacrifice all of this and get out of your comfort zone.

The goal always leads to action, because if you do nothing, then you will not achieve the goal. And vice versa, in order to start acting, you need to set a goal for yourself. There is no better motivation for action.

Organizational goals, strategic planning

An important step in planning is the choice of goals.

The goals of the organization are the results that the organization seeks to achieve, and to achieve which its activities are directed.

Allocate the main target function, or the mission of the organization, which determines the main activities of the company.

Mission - the main main goal of the organization for which it was created.

When defining the mission of an organization, consider:

Statement of the organization's mission in terms of its production of goods or services, as well as the main markets and key technologies used in the organization;

The position of the firm in relation to the external environment;
- culture of the organization: what kind of working climate exists in this organization; what type of workers are attracted to this climate; what are the basics of the relationship between the company's managers and ordinary employees;

Who are the customers (consumers), what needs of customers (consumers) the company can successfully satisfy.

The mission of the organization is the basis for formulating its goals. Goals are the starting point for planning.

Goals are:

By scale of activity: global or general; local or private.
By relevance: relevant (priority) and irrelevant.
By rank: major and minor.
By time factor: strategic and tactical.
By management functions: goals of organization, planning, control and coordination.
By subsystems of the organization: economic, technical, technological, social, industrial, commercial, etc.
By subjects: personal and group.
By awareness: real and imaginary.
By achievability: real and fantastic.
By hierarchy: higher, intermediate, lower.
By relationships: interacting, indifferent (neutral) and competing.
According to the object of interaction: external and internal.

The strategic planning process is a tool that helps the company's management make the right strategic decisions and adjust accordingly. everyday life organizations.

Strategic planning is a set of decisions and actions carried out by the management of a firm in order to achieve the goals of the organization.

Strategic planning includes four main types of management activities:

Allocation of resources: allocation of available funds, highly qualified personnel, as well as technological and scientific experience available in the organization.
Adaptation to the external environment: actions that improve the relationship of the firm with the external environment, i.e. relationships with the public, the government, various government agencies.
Internal coordination of work of all departments and divisions. This stage involves identifying the strengths and weaknesses of the firm in order to achieve effective integration of operations within the organization.
Awareness of organizational strategies. It takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.

The strategic planning scheme consists of the following stages:

Implementation of the strategic plan, management by objectives.

After the development of the organization's strategy, the stage of its implementation begins.

The main stages of the implementation of the strategy are: tactics, policies, procedures and rules.

Tactics is short term plan actions aligned with the strategic plan. Unlike strategy, which is more often developed by top management, tactics are developed by middle managers; tactics are more short-term than strategy; the results of tactics appear much faster than the results of strategy.

Policy development is the next step in the implementation of the strategic plan. It contains general guidelines for action and decision making to facilitate the achievement of the organization's objectives. The policy is long-term. The policy is formed in order to avoid deviation in making daily management decisions from the main goals of the organization. It shows acceptable ways to achieve these goals.

After developing the organization's policy, management develops procedures, taking into account previous decision-making experience. The procedure is used in case of frequent repetition of the situation. It includes a description of specific actions to be taken in a given situation.

Where a complete lack of freedom of choice is expedient, management develops rules. They are used to ensure that employees perform their duties accurately in a particular situation. Rules, unlike a procedure that describes a sequence of recurring situations, are applied to a specific single situation.

An important stage in planning is the development of a budget. It is a way of the most efficient allocation of resources, expressed in numerical form and aimed at achieving certain goals.

An effective method of management is the method of management by objectives.

It consists of four stages:

Formulating clear and concise goals.
Developing the best plans to achieve these goals.
Control, analysis and evaluation of work results.
Adjustment of the results in accordance with the planned.

The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure the achievement of the goals of his boss. At this stage of setting goals, it is mandatory Feedback, that is, a two-way exchange of information, which is necessary for their harmonization and ensuring consistency.

Planning determines what needs to be done to achieve a given goal. There are several stages of planning:

Determination of tasks that need to be solved in order to achieve the goals.
- establishing the sequence of operations, creating a schedule.
- clarification of the personnel's authority to perform each type of activity.
- Estimation of time costs.
- Determining the cost of resources needed to carry out operations through budgeting.
- adjustment of action plans.

Organizational structure of the enterprise

The decision on the choice of organizational structure is made by the top management of the organization. The middle and lower levels of management provide initial information, and sometimes offer their own options for the structure of their subordinate units. The best structure of the organization is considered to be such a structure that allows you to optimally interact with the external and internal environment, meet the needs of the organization and most effectively achieve its goals. The organization's strategy should always determine organizational structure, and not vice versa.

The organizational structure selection process consists of three steps:

The division of the organization into enlarged blocks horizontally, in accordance with the activities carried out;
- Establishing the ratio of powers of posts;
- definition official duties and entrusting their implementation to specific individuals.

Types of organizational structures:

Functional (classic). Such a structure involves the division of the organization into separate functional elements, each of which has a clear specific task and responsibilities. Such a structure is typical for medium-sized firms or organizations that produce a relatively limited range of products, operate in a stable external environment, and where standard management decisions are most often sufficient.
Divisional. This is the division of the organization into elements and blocks by type of goods or services, or by groups of consumers, or by regions where goods are sold.
Grocery. With this structure, the authority for the production and marketing of any product is transferred to one leader. This structure is most effective in the development, development of production and organization of the sale of new products.
Regional. This structure provides the best problem solving related to the specifics of local legislation, as well as the traditions, customs and needs of consumers. The structure is designed mainly for the promotion of goods to remote regions of the country.
Customer oriented structure. With this structure, all departments are united around certain groups of consumers who have similar or specific needs. The purpose of such a structure is to satisfy these needs as fully as possible.
Design. It's temporary created structure to solve a specific problem, or to carry out a complex project.
Matrix. This is the structure that results from the imposition of the project structure on the functional one, and implies the principle of subordination (both to the functional manager and to the project manager).
conglomerate. It involves the connection of various divisions and departments that work functionally, but focused on achieving the goals of other organizational structures of the conglomerate. Most often, such a structure is used in large national and international corporations.

An important role is played by the degree of centralization of the organizational structure. In a centralized organization, all management functions are concentrated in the top management. The advantage of this structure is a high degree of control and coordination of the organization's activities. In a decentralized organization, some of the management functions are transferred to its branches, departments, etc. This structure is used when the external environment is characterized by strong competition, dynamic markets and rapidly changing technology.

Staff motivation

For more effective work of personnel in the organization, its motivation is obligatory.

Motivation is the process of inducing other people to act in order to achieve the goals of the organization.

Modern theories Motivations are divided into two categories: substantive and procedural.

Content theories of motivation are based on the definition of need. Need is a feeling a man of lack, the absence of something. To motivate an employee to action, managers use rewards: external (monetary, career advancement), and internal (sense of success). Process theories of motivation are based on elements of psychology in human behavior.

Control

Control is the process of ensuring that the firm achieves its goals. Control can be divided into: preliminary control, current control, final control.

In general, control consists of setting standards, measuring the results achieved, making adjustments if results are achieved that differ from the established standards.

Preliminary control is carried out before the start of the work of the organization. It is used in three industries: in the field of human resources (recruitment); material resources (selection of suppliers of raw materials); financial resources (formation of the firm's budget).

Current control is carried out directly in the course of work and the daily activities of the organization, and involves a regular check of subordinate personnel, as well as a discussion of emerging problems. At the same time, feedback between departments and the upper management echelon of the company is necessary to ensure its successful operation.

Final control is carried out after the work is done. It provides information to the head of the company for better planning and implementation of similar tasks in the future.

Control-oriented employee behavior produces more effective results. However, there must be mechanisms for rewarding and punishing. At the same time, excessive control, which can annoy employees and staff, must be avoided. Effective control must be strategic, reflect the firm's overall priorities, and support the organization's performance. The ultimate goal of control is not only the ability to identify the problem, but also to successfully solve the tasks assigned to the organization. Control must be timely and flexible. Simplicity and efficiency of control, and its cost-effectiveness are very relevant. The presence of an information management system in an organization helps to increase the efficiency of control and planning of the company's activities. The information management system should contain information about the past, present and future of the organization. This information allows the company's management to make optimal decisions.

The corporate culture of the company should include the proper organization and effective achievement of the company's goals. This is necessary to determine the direction of development and ensure the implementation of the company's strategic plan for the near future.

You will learn:

What are the methods to achieve the goals of the organization.
What is the most effective strategy for achieving your goals?
How to achieve your goals with the help of a high corporate culture in the company.
How visualization can help achieve company goals.
How to achieve your goals through the practice of kaizen.

Objectives must be clearly defined for each level of the organization, each of its departments and divisions, as well as for each individual employee. And not only current, but also long-term. Only then will employees be aware of what they are doing and what result they should receive, and will be able to give a more accurate assessment of their activities in terms of approaching the goal.

How to understand that the goal has been achieved?

A certain result must be achieved. This is what you should strive for. When a person achieves a goal, it is necessary to set new task and specify what result is expected. However, the application of this approach is advisable not in relation to one or several employees, but to the entire staff of the organization.

The Strategic Planning Process Cycle (Infographic)

It is necessary to build on the goal of the company, formulated in quality policy. You need to focus on it when setting tasks for departments. And already on the basis of them, the formation of the goals of each sector is carried out, the achievement of which is possible with the help of specific actions. The process is similar for the next stage: the tasks of the lower level are formed taking into account the goals of the higher one. The lowest step is an individual employee, for whom goals, tasks and activities are thus determined. The formulation of individual goals for each employee is not required, you can define team goals.

Setting goals requires taking into account a number of factors:

goals should be optimal, no need to overestimate or underestimate them;
it should be possible to objectively measure targets with specific numerical values;
it is necessary to clearly define the deadlines for achieving the goals;
there must be a need to achieve goals, they must be useful.

Employees should also be involved in setting goals. But the choice of ways to achieve them is the prerogative of the employee directly. It is on the shoulders of managers to create the necessary conditions for achieving the goal (time, staff, funds). Management assistance (advice) may also be required in the course of work. In addition, it must monitor the timeliness of the implementation of tasks and, if necessary, adjust the goals. Another responsibility of managers is to compare the goals of different departments and avoid competition and contradictions between them.

The task of the manager is to control the execution of tasks, the work process, intervening in it if necessary. If "goal-oriented management" is organized correctly, then it will perfectly motivate the staff, since success can be measured, and the results in achievements will become obvious. The organization will improve communication - both regarding personal success and the results of the entire unit. Coordination of individual goals and objectives with the overall goals of the organization will become real. And if an employee sees that he is involved in achieving a common goal, then he does not get hung up on his own interests. In addition, he understands the work of others better.

Example

In 2009, the management of one organization took measures to achieve planned turnover indicators. The goal was to sell $7 million worth of goods in 5 months. The CEO developed a plan according to which the task of 20 employees for the next 2 months was to call potential customers and communicate with those who had already purchased goods from the company.

Employees had to find out if customers were going to upgrade or expand their computer fleet and purchase software. The call showed that the clients are not against cooperation. The estimated amount of transactions was more than 22 million dollars.

Those who called potential buyers made sure to record their needs if the clients were at least a little interested in the company's products. This information was sent to the department interacting with customers. The employees of the telephone sales division were determined to achieve their goals by all means, and they succeeded. However, as it turned out later, the amount of sales was only 2.5 million dollars.

What caused the failure? An analysis of the achievement of the organization's goals showed that in order to fulfill the plan, employees deleted old records and created new ones, while too optimistic about the likelihood of sales. For example, having called a client in Yekaterinburg, employees found out that he wants to purchase products worth $20 million within 3 months, and plans to purchase $600 million in 2-3 years.

And the system indicated that the amount of transactions with this client for 3 months will be 600 million dollars. That is, there was a replacement of the key goal (sales) with a secondary one (filling the system with data on the expected amount of transactions in the future).

How to achieve goals according to the "Strategy of Ivan the Fool"

A changing economic environment, new technologies and competitors are challenging top managers and employees of companies. Past experience, solutions that have already been tested in practice, do not give the desired effect. The search for new options is associated with risk, so there is a sense of impasse.

To abandon yesterday's actions and solve the problem, use the "Ivanushka the Fool" strategy. How this technology works, learn from the article electronic journal"Commercial Director".

Practitioner tells

To achieve goals, follow the formula "goal - mission - policy"

Eric Blondeau,

CEO Russian network Mosmart hypermarkets, Moscow

The foundation of an organization's strategy is corporate resources. When building it, I recommend adhering to the formula "goal - mission - policy".

The purpose of the organization must be specified. Every employee should know it. Our goal is to increase the capitalization of the company. The goal is based on the mission, and that one is based on the four postulates of the company:

Multi-format network clients retail Mosmart receives the highest quality service that meets the most demanding requirements.
The goal of the company is to satisfy all the needs of customers.
Our organization uses innovative ways of working with consumers and constantly improves them.
We have excellent conditions for employees to grow and develop professionally.

The mission is a kind of foundation. Management priorities are based on company policy. Its focus is people, assets, finance and products. Any employee who has been trained by the company is familiar with its policies. Management is entirely determined by it. It even reveals the ability of the organization's personnel to achieve the designated goals, the company's architecture, etc.

Methods for achieving the goals of the organization

The way to achieve the goal (how to achieve it) is considered in a general sense, namely, what activities the organization conducts. In order to avoid confusion and misunderstanding in the process of performing tasks, managers should develop additional plans and specific instructions for achieving goals. The process of implementing all points of the strategy should be debugged.

Formal planning has the following key components: tactics, policies, procedures, and rules.

Tactics. To implement long-term plans, it is necessary to create short-term ones that are consistent with them. Short term strategy is a tactic. Let's characterize the tactical plans:

The development of tactics is carried out in the development of the strategy.
Top management usually takes part in developing the strategy, and building tactics is the responsibility of middle managers.
A tactic is a plan of action for a short period of time, as opposed to a strategy, which is long-term.
Full disclosure of strategic results may not be possible within a few years, while the results of the implementation of tactics can be detected fairly quickly. They are easy to relate to specific actions.

Policy. Once the strategy and tactics have been developed, managers need to define additional guidelines so that staff do not become disoriented and misinterpret the company's plans. That is, we need to develop a policy.

Politics is a general guide for action and decision making. Its task is to facilitate the achievement of goals.

As a rule, the formation of policy is carried out by top managers. It is being developed for a long time. It directs action towards achieving a goal or accomplishing a task. It explains what methods should be used to achieve the stated goals. Politics helps to keep goals stable and avoid making short-sighted decisions.

Procedures. It takes more than just politics to guide action. The development of procedures by managers is also mandatory. Using the lessons learned to make decisions in the future can be very useful for the organization. Reminders of the past help prevent wrong actions. In the case of frequent repetition of the situation when developing a decision, managers, as a rule, try to use a proven course of action, considering it the right one.

A procedure is a description of the actions to be taken in a particular situation.

Rules. If the plan can only be successfully implemented if the task is completed accurately, then management may decide that there should be no freedom of choice. It can be completely excluded even when there is a possibility of such behavior of employees that can cause undesirable consequences. Rules can be developed by management to limit the actions of personnel in order to ensure that specific tasks are performed in certain ways.

The rule prescribes certain order actions in a specific single situation.

The difference between rules and procedures is that they regulate the solution of a specific and limited issue, while procedures are guidelines for action in situations in which several sequential operations are interconnected.

How to lead a team: develop an action plan

An effective strategy to achieve the goals of the organization

A strategy is a set of rules and techniques to achieve the main long-term goal of an organization's development.

When developing a company development strategy, the following requirements must be observed:

the choice of a strategy can be based on the intuition and experience of management, but how feasible and high-quality it will be depends mainly on the methodology for its development, analysis of the situation and trends in its change, taking into account the main factors of successful development;
if the development strategy is not based on a specific, understandable and realistic goal, then success will not be achieved; this goal should become the goal of management, a reflection of the potential of the organization;
people are involved in the implementation of the strategy, therefore, when developing it, remember the need to take into account the human factor. Whatever the ideal strategy may be, it can only be implemented if the staff is interested in its implementation;
strategy is not only a set and sequence of probable results of activity, but also the ability to distribute its stages in time. The development of a strategy requires the correct calculation of the timing, and its implementation requires the effective use of time.

An organization's strategy is a program that allows for forward-looking management. In this regard, management technologies, the level of personnel training, the socio-psychological situation in the company must correspond to the content of the strategy.

A company may have more than one strategy. Consider the most important - economic. It provides answers to the questions “What and how much to produce?”, “What methods and means to use for production?”, “For whom and when to produce?”

These questions will be revealed if the economic strategy clearly regulates:

how to explore the conditions of competitive advantage;
how to study the markets of potential goods and services and choose such areas of activity that will allow the company to be flexible in changing market conditions, that is, to reorient to work in the most favorable economic, legal and social zones;
how to form an organization's assortment portfolio so that it is relevant and satisfies the individual and production needs of potential customers (both domestic and foreign), and also ensures, on this basis, that the company regularly receives economic profit, that is, one that makes it possible to implement an expanded reproduction program ;
how to distribute the organization's own funds and additional (attracted from outside) between different areas of activity, so that the productivity of their use (profitability) is the highest;
how to interact with the markets for factors of production, valuable papers, foreign exchange markets, in order to be able to support the strategic potential of the company in economic terms at a level that ensures the possession of a competitive advantage throughout the entire life cycle;
what should be the pricing policy so that it can ensure the sustainability of the organization in the future, both when operating in traditional market segments and when developing new ones;
how to detect at an early stage the prerequisites for crisis phenomena both in the country's economy and its industries, and within the organization; how to prevent the insolvency of the enterprise, its collapse.

Establishing the rules and techniques to effectively implement these areas of activity, the economic strategy of the company from the moment when its production profile begins to take shape, and all the subsequent time while it is in operation, should be aimed at maintaining a competitive advantage, preventing bankruptcy, ensuring a good profit in constantly changing conditions.

An analysis of the aspects of economic strategy discussed above makes it possible to understand that it is possible to develop effective strategic decisions only by processing large amounts of information of a different nature, which must first be collected. These are the main activities of the organization when developing a strategy:

negotiating with various groups of strategic influence, potential suppliers of raw materials and supplies, buyers, customers, etc.;
direct development of strategic decisions.

Components of economic strategy: commodity strategy; pricing strategy; interaction with the markets of resources, money, securities, reduction of transaction and production costs; foreign economic and investment activities; staff incentives; bankruptcy prevention.

What unites all these components of economic strategy is that they form the motives that encourage the adoption of one or another strategic decision, and ensure the effectiveness of achieving the goals of the organization.

5 golden rules for achieving organizational goals

Achieving an organization's long-term goal can be compared to running a marathon. This is a test of how hardy you are, disciplined and able to focus on the main thing. Following the following rules will help you to reach the finish line with dignity:

Rule 1. The goal must be one

A business should have one long-term goal. Otherwise, a conflict between goals is inevitable, fraught with the dispersion of efforts and attention in several directions.

Download material:

Practitioner tells

Don't try to achieve two long-term goals at once

Mikhail Nikolaev,

Once upon a time, we made a mistake when we started simultaneously solving two long-term tasks: to become the leader of wine producers in Russia and to reach self-sufficiency. After a short period of time, it became obvious that these goals contradict each other. It is impossible to make huge profits by producing premium quality wine. Basically, those who make wine in large quantities on the basis of imported wine materials make their fortunes. Self-cultivation of grapes for our production (which we do) requires a lot of money, effort and time. Having understood this and thought it over well, we diversified our business and began to produce high-margin drinks - cognac and champagne. Although the main goal remained the production of Russian wine High Quality.

Rule 2. The goal should be as specific as possible.

It is necessary that the degree of achievement of the goal can be measured. For example, the task "expand production" is vague, it needs to be specified: "doubling output in 3 years by launching a new workshop." In addition, an external assessment is important - the opinion of independent market experts and rating agencies. Therefore, another formulation of the task “to achieve the release of products of higher quality” is possible: “to receive a high assessment of experts”.

Reviews, wishes and recommendations of clients, as well as expert assessments help to achieve the goal without going astray and without being tied to momentary profit. You always want to release a simpler product, because it will not affect the sales market. And feedback causes a desire to invest in improving the product.

Rule 3. You need to break the path to the goal into manageable stages

Develop a step-by-step tactical plan, during the implementation of which you need to:

reduce the cost of production by getting rid of assets that are not a source of stable income and do not have the potential for sale;
change the assortment portfolio of the organization, which will position itself more specifically. It is advisable to divide your product line into segments (premium, economy);
increase the margin component of the business.

This plan should be implemented within 3 years. The first year is enough to reduce the cost, the second - to restart the line. For the third year, you need to reach self-sufficiency.

Rule 4

Even with proper planning and accurate determination of the timing of tasks, there is a possibility of objective circumstances that require a temporary suspension of actions or adjustments to the plan. However, a return to the original order is mandatory. The sooner it happens, the better. It is impossible to turn off the chosen path and leave the old tasks unfulfilled, taking on the solution of new ones.

Rule 5. Plans need to be adjusted

On the way to the goal, you are likely to encounter unforeseen difficulties. Be prepared to change plans according to new circumstances.

Practitioner tells

Plans don't always match reality

Mikhail Nikolaev,

managing director and co-owner of the company "Nikolaev and sons", p. Moldavanskoe (Crimean region, Krasnodar Territory)

We didn’t plan to breed brands by price, but after working for a year and analyzing the data, we saw that sales of premium wines are doing just as well as sales of inexpensive wine drinks. When we increased the price of premium wine, which is produced in small batches and has a high cost, we encountered a lack of understanding among buyers: they believed that a domestic drink could not be expensive. Nevertheless, the margin increased - as a result, the payback of the project increased. In the case of the economy segment, we had to work out a compromise solution with distributors, which made it possible to adapt the selling price to the low cost on the shelf.

The payback of this brand became possible due to the growth in sales. As a result, the premium line has become the face of the company, and the sale of inexpensive drinks has accelerated the movement towards self-sufficiency and raised funds for the development of a premium brand.

How can employees help an organization achieve its goals?

For example, you have set a goal. The next stage is to involve personnel in its implementation and assess its ability to reach the end. It is best to have a goal presentation followed by a brainstorming session. Don't lose your temper if you get criticized. Listen to the opinion of each employee. The ability to achieve goals with the help of your employees indicates excellent management skills.

In one of the organizations, sales decreased in 2003-2004. Part of the staff fell under the reduction, other workers were in a state of uncertainty. They needed to develop a new market. Approximately 20 people remained in the state. They organized a meeting, reported on the current situation of the company, and outlined the main goal.

Each employee should offer his own way of achieving the goals and objectives and tell how he would solve the problem in a presentation.

A week later, 20 projects were ready with a description of the specifics a certain area work. On general meeting proposals of the greatest value were identified. On their basis, a master plan was developed, after which individual goals were determined for each employee. Of great importance was the fact that they practically set them for themselves and therefore were ready to start implementing them.

The new strategy had a strong impact on sales: in the first 3 months, the company's revenue dropped significantly. However, the staff understood what was happening and continued to work hard. The management, assessing the circumstances in which the employees found themselves, allocated funds for their material incentives. By the end of the year, the organization saw a 35% increase in sales.

Practitioner tells

Set goals based on results achieved

Vladimir Mozhenkov,

CEO, Audi Center Taganka, Moscow

When setting goals for both yourself and employees, you need to take the results already obtained as a basis. For example, the sales revenue last year amounted to a certain amount. This means that this year you should achieve slightly higher indicators, but by no means lower. You need to set goals, taking into account the available resources.

If the credit of the organization is equal to 100% of equity, then this should be taken into account when planning. Only their ambitions can be taken into account.

The goal must be quantifiable. You have to serve so many customers, sell so many units of goods. Specify your goals. For example, the goal is to sell 2,000 cars by the end of the year. You will need constant tracking of sales to understand if you are getting closer to the goal. If it is formulated indefinitely, then implementation will be impossible. After setting the main goal, you should break it down into smaller ones.

If the company develops progressively, then this indicates a competent management of it. Let's explain with the same example. Your goal is to sell 2000 cars per year. In total, 10,000 cars were sold in the capital. That is, you occupy 20% of the market volume. Two nuances should be taken into account.

First- you must sell 2000 cars, even if only 2500 are sold.

Second nuance - a mandatory analysis of the situation after achieving the goal. For example, you have sold 2000 cars, but total cars sold in Moscow - 12,000. That is, competitors sold 10,000, which indicates the need to refine your strategy. To achieve the strategic goals of the organization was possible, it is necessary to constantly raise the bar.

In addition, the achievement of the goals you have outlined is possible only if the organization's staff is motivated for this, and the company's priorities coincide with theirs. This can be achieved by developing corporate culture, having correctly developed a system of incentives, creating a trusting atmosphere, providing the opportunity for personal communication between employees and management.

It is very important for the manager to correctly assess the potential of the employee and determine his priorities. Staff should see their boss as a role model.

How visualization contributes to the achievement of organizational goals

The prospects for visualization as an HR tool for achieving the organization's goals are diverse and large-scale.

In order to effectively manage employees, you need to influence them, using various methods purposefully and dosed for this:

stimulate them (based on the satisfaction of certain needs and requirements);
inform (provide information necessary for independent planning and organization of the work process, as well as development);
to convince (why influence the personal values of the employee);
to coerce (to take administrative measures in order to force them to fulfill their duties).

The perception of most of these techniques is easier if they are presented visually.

Visualization in the general sense is a set of techniques and methods that allow you to convert numerical information (static and dynamic processes) into a visual spectrum that is convenient to perceive.

Visualization makes it possible to visually and easily demonstrate almost any process, from the personal results of each employee to the overall achievements and strategic plans for the long term.

The high importance of visualization tools is due to several reasons:

Visualization tools allow you to present the strategy in an accessible way and describe the company's business processes for staff in a graphical form.
In shaping the image of the organization, visual objects play an important role - videos about the history of development, achievements, grandiose plans, a symbol and a logo.
One of best tools is infographics, with the help of which a simple and visual representation of the results of activities for a certain time is possible.
Individual charts of each employee with indicators of their successful projects (deals, sales, professional achievements) is a good way to motivate staff.
The use of video materials, infographics, listening to webinars in the course of professional training is an effective way to improve the level of qualification and acquire new knowledge and skills.
In order to create an optimal microclimate in the team and evoke a sense of belonging to a common cause among employees, many market leaders form and broadcast corporate and collective values.
A way to motivate employees is gamification. It involves involving them in a corporate game or competition.

This is not all visualization possibilities. Taking into account the fact that now everyone uses mobile devices and has constant access to the Internet, programmers have developed many tools that provide uninterrupted communication with each of the employees of the organization.

Here are examples of just some software that assists in managing a team, able to motivate and inform employees by ensuring their constant relationship:

Org Visualization by Nakisa- a program that visualizes the organizational structure. In it, you can view data on all employees, analytical indicators (for HR specialists and managers). Social network is integrated into the software.
Data Quality Console- this program allows you to find errors and analyze personnel and organizational data. Its use ensures timely detection of various errors. Their graphical display is provided.
success planning is a talent management tool. With its help, it is recommended to select personnel according to key indicators, as well as create a pool of successors.

Kaizen as an effective method of achieving the organization's goals

There is a simple method to achieve a difficult goal: the movement towards it must be slow but sure. The name of this method is "kaizen".

Ask small questions. Often the questions that management asks of subordinates are too difficult: “What are your daily actions that will help the company become a leader in the market?” Questions like these make employees nervous. It is better to ask in a different way: “What activities can you suggest to improve production process or products? For example, an American Airlines flight attendant noticed that most passengers left olives in salads uneaten, which she reported to management. After learning that the prices for airline-supplied dishes depend on the number of ingredients in them (they are higher for complex multi-ingredient dishes), the management decided to order a salad without olives. This allowed us to save 400 thousand US dollars.
Take small steps. Actions that do not change the usual course of the workflow do not alert employees. The medical center was losing customers: they had to wait too long for their turn, and they moved on to competitors. It was not possible to hire additional staff or limit the duration of the appointment to solve the problem. But the management found a way out: the nurse personally apologized to each patient who had to wait a long time, and the doctor, when parting with him, sincerely thanked him for choosing the clinic. The measures taken led to a reduction in the outflow of patients by 60% in a few months.
Solve small problems. One Toyota manager changed the main assembly rule: earlier, when the conveyor was moving, the worker performed only one operation, and quality control of the output was the task of the inspector. After the changes, cords were attached along the entire line, with the help of which the worker could stop the conveyor at any time if a marriage was detected. This allowed to significantly improve the quality of products. Timely identification and elimination of small problems should be a priority. It will help prevent them from developing into a system error.
Give out small rewards. The American company Southwest Airlines rewards employees for excellent performance by handing out coupons for products (for $ 5). This practice shows that such incentives are no less effective than expensive gifts and large bonuses. It's easy to explain: large rewards cause an increased sense of responsibility, the creative impulse can go out. Receiving small gifts, people are inspired to work even more productively.

Efficient Manufacturing and Kaizen: Applications and Results

Practitioner tells

Why you need to help your competitors

Michael Roach,

expert in the application of Tibetan techniques, New York

Among the methods that I like to use, it is worth highlighting the 4-step goal achievement technique. Their Tibetan names are Shi, Samba, Sherpa and Tartuk.

Step 1. Decide on your desires. The thought must be clear. For example, you are the head of a company or your desire is to increase profits by 30%.

Step 2 Find someone who has the same desire and help him. That is, you need to find an owner or manager of a business that you can help grow. This is not easy because we usually see others as competitors and don't want to spend time and money helping them (think of The Coca-Cola Company helping PepsiCo). But this is the requirement of this technique: you need to provide free assistance to a colleague who wants to increase his income. Explain to him your initiative to help disinterestedly with the desire to plant a mental seed. Do someone else's business for one hour a week, such as Friday night. I don’t know how it is in Russia, but in the USA it’s not customary to work on Friday afternoons. Therefore, the hour spent helping others will not negatively affect your affairs. What can you do for others? You can help with the website, marketing, development of a new product.

Step 3 Help in action. For example, while already doing training activities, I found a Mexican competitor training organization whose goal was to launch their own training course. I suggested that she develop a joint program. As a result, the lecture was attended by several thousand listeners.

Step 4 Be glad you helped someone else. In the course of the previous steps, you will plant a seed in your mind. However, it may not sprout if it is not watered and fertilized. How to do it? Before going to bed, think about how you helped your colleagues. If the thought makes you happy, then be sure that it will act on the seed like water and fertilizer. Regular "watering" will ensure quick shoots, and from them will grow what you want.

10 common mistakes that prevent you from achieving your goals

Mistake 1. There is no motivation, and you continue to work on the goal.

Because things cannot be left unfinished.

It really is. And the mistake is not that you do not quit what you started, but that you work without enthusiasm.

And it's not that, working reluctantly, gathering all your willpower into a fist, you spend a lot of time and energy, tuning in to each action for a long time. And the fact that you are doing less and less efficiently, and even if you achieve the designated goal, you (or your customer) will not be satisfied with the result.

Motivation can disappear, no one is immune from this. However, to obtain excellent results, its presence is mandatory until the end of the task.

Mistake 2. The goal is formulated incorrectly

Inaccurate formulation of goals or defining them as desires leads to the fact that they become unattainable physically. And working with them is similar to shooting at a target that is not visible.

If the goal is formulated correctly, then it will sound like a specific result that can be measured, seen or felt. There are various methods that suggest using from 5 to 14 criteria in determining the goal to ensure the effectiveness of the formulation.

Mistake 3. The goal does not match your values or is not yours at all.

An example is the wish an honest man with the right values to make quick money using dishonest ways. And he doesn't succeed at all.

Another example: a person's goal is to write a dissertation, although he does not need it at all, but his father insists. Or he wants to buy an expensive car to raise his value in the eyes of his colleagues.

If the goal is not yours, then achieving it will either be impossible or will not bring you joy, a sense of satisfaction and the feeling that you did not try in vain.

Therefore, be sure to analyze the goal for compliance with your values. In case you doubt that it is yours, its transformation is necessary.

Mistake 4. The plan is written in the form of actions. You think like a "processor"

This error is not so easy to notice for people with the process metaprogram. According to the “resulters”, who represent the world in the form of results, achievements and checklists, the “processors” are behind the times. But this is not so, they are simply characterized by “streaming”. For them, full immersion in the process and endless improvement is normal, since there are no specific exit criteria.

If the plan contains a list of what should be done, then its author is definitely a "processor". And the effectiveness of this type of plans is the lowest. They take too long to complete and in most cases they cannot be completed at all.

If you see yourself as a "processor", do not give up. Do not try to transform into a "resultant", because you have your own advantages. Just use the templates developed by the “resulters” when drawing up plans. Then you will be efficient.

Mistake 5. Some steps of the plan depend on circumstances and other people.

If this is the case, do not rule out the possibility that you will fall behind the plan all the time through no fault of your own.

Basically, this is taken for granted by people: “How could it be otherwise? Even shops have opening hours!” But using this approach entails dependence on others. Of course, it is impossible to completely exclude the influence of factors beyond your control, but the plan should definitely not depend on them.

Mistake 6. There is no system in your goals, you grab on to one thing, then another

Imagine that your task is to collect a bucket of water. To fill it, you take water from the lake in a mug. The bucket is your goal and the mug is your daily volume. According to the plan, the bucket will be completely filled, for example, in 20 days.

Now imagine that there are 5 buckets (or more, how many goals you have) and you constantly pour water from a mug into different buckets. And in 20 days, none of them will be complete. As in 40 and 60 days.

The goal will be reached in about 80-100 days. Does it suit you? Most likely, in this case, you will have to give up some goals. Or you will take on everything at once, but you will not get the desired results.

However, focusing on only one goal is also undesirable. It can be compared to eating the same food for 20 days - it will soon get bored. Develop a general plan and a system of priorities.

Mistake 7. The goal is either too big and you don’t know where to start, or too small and doesn’t turn you on.

In order not to be unmotivated, people often set too ambitious goals and do not know where to start achieving them. Or vice versa, they are afraid of big goals and motivation is lost. It may seem that the way out is to find a middle ground, but this is not the right solution.

You need to set a goal so that its scope is sufficient for your inspiration. However, at the same time, it must be achievable and realistic. Don't look at the targets flat, use the nesting doll principle.

Mistake 8. You are constantly distracted, do not keep your focus on the goal.

In fact, this is not an indicator of how well you can concentrate. After all, if a person is interested in what he does, there are no problems with concentration. The difficulty lies in turning the process of achieving the goal into a routine.

To solve it, you need to be able to turn a routine into an interesting process.

Mistake 9. You light up quickly new goal, and then your interest fades just as rapidly and you drop the target

The success of your actions is guaranteed if you are faithful to the designated goal. There is nothing complicated here: if you are not ready to work until you achieve the desired results, then the goal is not yours and you do not need it.

Goals are difficult to work with. The main difficulty is to define YOUR goal. If you can handle this, then the rest will be easy. It's like finding your love.

However, not everyone follows the quality of the goal. Basically, everyone strives to quickly “tick” and score as many of them as possible. Like that's the most important thing...

Mistake 10. You constantly put off starting actions and start them when there is not enough time and energy left for quality work.

The effectiveness of deadline motivation is certainly the highest, but this option is “caveman”. It's time to embrace modern technology.

Information about experts

Mikhail Nikolaev graduated from the faculty humanities University of Pennsylvania, where he studied French and Spanish, and received a Bachelor of Art degree. In addition, he took courses in accounting, finance, marketing and advertising at the Wharton School, and also completed a number of internships, including at Deutsche Bank and in the marketing department at FC Barcelona. In 2012, he developed the startup project ExpoPromoter in Kyiv, and after its completion he joined the TicketForEvent team as a sales manager and marketer. In January 2013, he became the chief marketer of the Lefkadia company, and in September - General Director Trade house "Nikolaev and sons".

LLC "Nikolaev and sons" Field of activity: winery. Number of employees: 150. Area of vineyards: 80 hectares. Number of cultivated varieties of grapes: 24. Production volume: 180 thousand bottles of wine of different varieties per year.

Michael Roach- One of the founders of Andin International, bought in 2009 by the Warren Buffett Foundation for $250 million. Author of the book "Diamond Cutter" (M.: " open world, 2005), in which he recounted the history of his company and codified the Tibetan principles that enabled it to succeed. More than 3 million copies of this book have been sold worldwide. For the past ten years, he has been holding seminars, teaching Tibetan techniques to businessmen.

Popular in category: