Defining your key goals. So you have your vision, your mission, your strategy, your values. So you talked about behaviors. Now it's time to talk about the outcomes. People want to know what's expected from them. It's highly critical.

We'll talk about engagement in another lesson in this course. And you will see that according to the engagement structure that Gallup has put together, the first most important question is, I know what's expected from me at work. So you want it to be crystal clear for your team. We need to know exactly what are the main goals. My recommendation is to go for yearly goals. This is a good time frame to work against.

So you start the year by setting your yearly goals. I'm on my way to South Africa. I'm going to do this next week with my team. We have prepared to work we know our vision mission, and we have our values. Now we go to we get together And we're going to talk about what we want to achieve this year. Here's a tip for you.

I don't start from scratch. When I do my yearly goals with the team, I actually make sure that I contact my superior, the hierarchy above me, and that I get their goals first, then I'm sure that whatever we do as a team contributes to the overall big picture. Remember, start with why. So get in touch with your manager, or with the director in your division and make them share with you their key goals. Identify the ones where you think you have a way to contribute directly and present this to your team. This is going to be highly motivating once again, because your team will feel a sense of contribution to the overall big picture.

Extremely powerful. Then you will have goals that are specific to your team. That's okay. I would also like I've done for every other steps in this chapter. Include your team I would encourage you to ask people what they think is most important for them to deliver in this year, you would be amazed when you give people a chance to send themselves some changing goals, they will actually go much further than what you may expect or may anticipate. So give them a chance to take accountability and drive their own future.

Be clear that you want them to be very ambitious. Sorry. Yeah, very ambitious, very optimistic, and remove the barriers for a while and just think about what would be great if we could achieve this this year. You know, what could make a considerable effort or impact on the organization, this is what you're looking for. You're looking for those inspiring goals that are on the edge of being achievable, yet challenging, and that inspire your people that need motivates them and say, well, we will accomplish this, I would be really excited when you get this, you have your goals. Also, let's go back to the fundamentals for a while a goal needs to be smart, Specific, Measurable, Achievable, Relevant to the big picture.

And of course, time bounding, the main two that I make sure I focus on are measurable and time bounded. This is the bare minimum you want to focus on. And when I say measurable, agree on the metrics agree on the targets, agree ideally, on what is a stretch target. And what is the threshold. This will be give people absolute clarity, and they will know exactly where they stand. Why is that important?

Because when comes year end, or when comes your regular goals review with each individual and with the team. We're going to see this on chapter three. You have something factual and tangible that you can talk about. This is how Step one is to fundamental, you setting up yourself for success. And it starts with clear measurable goal with a clear target in terms of measures, KPIs, but also time deadlines. Finally, one quick tip that I see very often in a work environment, a goal is owned by one person.

I do not recommend to start sharing accountabilities between two persons, many people can contribute to go and they can all share responsibility, but there needs to be one owner. So make sure that you have an owner who says yes, this is my goal. I'm going to lead it and I'm going to make sure that the group of people who are responsible for contributing to this goal progress on a regular basis. That's what you're looking for. So this stage, the foundation's already, you're you have a team that is aligned on their vision statement, and everybody can talk about it in a split second. You have your mission that connects them with the why.

And you have your values that describes exactly how they want to behave, what type of qualities they want to broadcast and share with the others. And you have a strategy, a clear plan that shows them how it will be possible to achieve this challenging and inspiring vision. And now you have your team goals that describe in detail how we're going to measure what we're going to do and when and who is the lead. You ready? Your team is all set. Let's go into chapter two, where you're going to manage your team on a regular basis.

Well done.