CAN-CAN

What can you achieve in 2011?

There is a "can" of general ability.For instance, I can (or "could") close $1 million in 2011 sales, or I can complete 30 hours of billable work weekly.

There is also a "can" of confidence.You can use similar examples except this time the person is confident they will succeed:I can (or "will") close $1 million in 2011 sales, or I can complete 30 hours of billable work weekly.

As you define your clear, measurable goals for 2011 is important you set goals that you realistically can (with confidence) achieve.

Do NOT:

1.Set a goal to increase revenue by 50% when you believe only 20% is possible.

2.Assign a goal to someone which is not aligned with their natural behaviors and skills, and they will be motivated to achieve based on their confirmed work values.

3.Write 2011 goals that sound good but are not measurable, such as, "Provide the best customer service of any company in our region."

Instead set 2011 goals for your company, managers and employees that start with a clear, measurable objectives written in my T.A.R.G.E.T. format and each should have 3-5 clear, measurable milestones or criteria that confirms the goal has been achieved.

T:The preposition "to"

A:Action verb

RG:Realistic goal

E:Effective measurement

T:Time bound

For example (after I dropped the preposition "to"):

Close and deliver $50 million in goods and services during 2011.

-Average gross profit margin of 22% on product sales

-Average gross profit margin of 65% on services

-60% of revenue is software sales

MEETING IDEAS

CAN-CAN is about balancing your past performance with your true potential.Do not rush, but rather take the time to fully engage your team in the process of defining specifically what you will achieve as an organization.

Ask them to define three goals for your company:One related to financial performance, one about customer satisfaction and one that commits the organization to develop the professional skills of every employee.When your people start the process of defining the goals and influence the way they are written, then they will have more ownership in helping you achieve your objectives.

Here are some key points that might help you lead the discussion:

1.I suggest that we have three clear, measurable objectives for 2011:One related to financial performance, one about customer satisfaction and one that commits the organization to develop the professional skills of every employee.(Discuss this concept with your people and possibly provide the example above for discussion.)

2.What should be our financial objective for 2011, and the key milestones or metrics that confirm we have achieved this goal completely?

3.Depending on the team member, our "customers" are either external clients, vendors, suppliers and/or other team members.What should be our customer satisfaction objective for 2011, and the key milestones or metrics that confirm we have achieved this goal completely?

4.We want you to know that you have a future in our organization and that we are investing in you as a valued member of our team.What should be our professional development objective for 2011 as an organization, and the key milestones or metrics that confirm we have achieved this goal completely?

5. Possibly end with draft goals and follow-up to confirm later. THANK THEM. Recognize people for their participation. And last, but not least, ask:

What needs to happen as we as a team achieve these company goals to make 2011 your best year ever? (They may have to get back to you on this one...)