5. Goals and Priorities That Deliver Results


Traditional job descriptions have been conscientiously written to address legal issues and to define what is expected of an employee in terms of activities. What we often do not learn from our job descriptions is what results are required, what skills (technical and behavioral) are necessary if we are to deliver those results, and what actions should be taken to produce the desired outcome.

A traditional performance review is an equally dismal tool for employees—an employee learns, often for the first time, how he or she measures up, based on a mistaken assumption that both employee and manager perceive the job, and the desired results, in the same way. Where does the employee learn the specifics of the results that are required if he or she is to be successful, the skills that are needed in order to be technically proficient and behaviorally competent, and the actions that support the priorities?

Developing a Results Orientation

Here is a fact: If you want to improve your results, you have to better define the work that needs to be done. As when you wrote your vision and mission statements, you first have to know where you want to be (desired results) and assess what it will take to get there (required skills); only then can you establish your action steps to ensure that you deliver results that count.

Complete the Results Profile (Exhibit 10-4) by identifying the following criteria for your own job:

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Exhibit 10-4: Results profile

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  1. Desired results. These are the measurable, significant business results that are deliverable through your job. Working with your past performance appraisals, corporate and team goals, and your boss’s goals, identify as many potential results for your job as you can. Ask yourself, “What does outstanding look like in this job?” and “What does fully competent look like in this job?” Understand the difference between the two answers, and strive for outstanding.

  2. Technical skills required. Identify the technical skills (hardware, software, job-specific, or industry knowledge) that are necessary if you are to be successful in delivering these results. You may add to this list after you have completed the Actions to Take section (item 5).

  3. Behavioral skills required. Identify the behaviors, tendencies, or skills that are required in order to deliver results; these might perhaps include strategic thinking, attention to detail, persuasion, negotiation, speaking, conflict resolution, or customer relationship skills. List all the behavioral skills that apply to delivering the results required for success in your position. You may want to review these behavioral skills again after you have completed the Actions to Take section (item 5).

  4. Support or assistance. Identify the people, skills, or things that you need to learn or have available in order to achieve the results you desire. This might include additional training on technical matters, a new software program, or support on behavioral shifts from a coach.

  5. Actions to take. Once you know what has to be done (the results) and the abilities required to do it (the skill sets), the actions to take are relatively easy to identify. All of your key results must be driven by specific activities or actions that will guide you to achieve your goals. Each result may have five to eight activities or actions; list them specifically.

  6. Target date. No plan for success is complete without a deadline. Identify what needs to be done, and by when. Then make a calendar of your action steps.

  7. Completion date. Keep track of your completed tasks, take the opportunity to celebrate milestones, and prepare for the next steps.

Once you have identified these key areas of your job, take the opportunity to review the list with your boss, and make any adjustments required. Completing this plan will give you a strong foundation from which you can track your progress and success. You will avoid mistaking activity for results, you will be able to clearly connect specific actions with specific results (so that you can repeat them), and you will know what needs to be done, how it needs to be done, and when it needs to be done.




How to Shine at Work
How to Shine at Work
ISBN: 0071408657
EAN: 2147483647
Year: 2006
Pages: 132

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