About Stretch Goals

Stretch Marks - About Stretch Goals

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Last article I wrote about goal-setting and planning. I hope that article got those leaders that read it to mental about the whole managing process. It is an area of leadership that is important, and one complicated sufficient that we leaders will be able to have chronic conversations about it for a while. In fact, this article will continue to contemplate the area of goal-setting, and the central point of interest in today's article is stretch goals.

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Stretch Marks

This is the part of being a leader that is most difficult to get grasp on, getting the concept of stretch goals unmistakably ingrained into the daily custom of managing a team. Stretch goals are sometimes concept a custom of setting the mark for productivity at a level that is just above the very best worker so they will strive for the superlative. This seems right, but it is not. Set the stretch goal so the team will have to reach up a bit above their communal ability.

It is the enterprise of every leader to know the team and set goals that are Smart. Smart is an acronym that means specific, measurable, attainable, relevant, and timely; and it is prominent that each element of this be planned for and the work of the team structured so that each element is there. Let's us contemplate each of the elements of the Smart acronym considered and see how it applies to stretch goal setting.

o A exact goal is one that identifies for the worker exactly what is required. To be exact a goal is clear, and stated in unambiguous language. There is no place in goal-setting for vague, fluffy goals as those cannot be measured.

o Measurable means just that; they are goals that clearly state how much, how many, how far in language that communicates well the accepted of the team requirements. Team members need milestones to work against to remain motivated.

o Every goal must be attainable by the members of the team. However, the goals must wish the team members to stretch a bit to reach them. (This is where the stretch goal part comes into the program.) If the goals are out of reach the team members will become unmotivated, and stop working toward them. Conversely, if the goals are set too low, and are unmistakably achievable, then the team members will discount them and ignore them. It is essential that the leader knows the ability of the team, and sets the goal so that the team unmistakably has to apply endeavor to reaching it.

o Relevant is an odd word for most leaders to have to think about, but stop, and think about it anyway. The truth is we spend 80% of our time working on tasks that are not relevant, and 20% of our time where it counts, working toward the goal. That 80-20 quantum is a customary principle called the Pareto factor. It is well studied and proven. So, spend no time trying to argue that, and start trying to fabricate a plan with goals that are relevant. It is unmistakably possible, and the right thing to do is to guard against working on tasks that don't add value and drive the
efforts of the team toward those tasks that add value (those, by the way, are the relevant ones).

o Timely goals are those that have an outcome point that matters for the team mission. That means the end result of the work has to occur when the plan calls for it, not some time later when the team can get to it, but when it is needed to get the job done ... On time.

Stretch goals are, by definition, ambitious goals, and they must be exterior the general and easy reach of the team. Jack Welch coined this term for the general electric workforce. What he wanted was for Ge leaders to think exterior the box. The idea behind stretch goal-setting is to endeavor to reach what seem unattainable goals using currently ready resources. With that in mind, here are some thoughts about managing the team using stretch goals.

o They are difficult to reach, so don't punish honest efforts to reach them that fall short

o Don't set crazy goals that are unattainable

o Know these goals (stretch) can affect other parts of your team performance

o If the team is already stretched in other areas, don't set someone else stretch goal, it may be over the top if they are already at their limit

o Make sure to share the accolades that come when a stretch goal is reached

In summary, rule the outcome (really, this is the mission of the team) the team will work toward, make sure it is Smart, and set those goals so that the team members will need to reach for them. No value is attained in setting goals that do not challenge the team, and conversely it is unrealistic to set goals that are unattainable and will demoralize the team spirit. Be the leader, be tough, but know your team. If you will build them into a sharply functioning team they can do just about anyone is necessary.

I hope you get new knowledge about Stretch Marks. Where you possibly can offer use within your daily life. And just remember, your reaction is passed about Stretch Marks.