1. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Gaining Commitment

2. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Learning Objectives You will be able to explain what constitutes an effective performance objective and how it fits into the organization’s wider goals. You will be able to explain what is meant by emotional and intellectual engagement and be able to explain the importance of each. You will be able to describe the characteristics of an effective objective.

3. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Discuss… What is a performance objective? What problems do you encounter in setting and achieving them?

4. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Aspirations Aims Goals Objectives

5. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com S.M.A.R.T. objectives Specific Measurable Agreed Relevant Time-bounded

6. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Effective objectives: Contribute to wider aims Are clearly defined Are time-bounded

7. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com What do you understand to be Your organization’s aspirations? Your organization’s aims? Your organization’s goals?

8. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Describe one or more objectives of your team.

9. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com View author’s comments

10. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Characters Gary – Technology Manager Landon - CEO Paige – Operations Manager Keisha – Team Leader Dean – Executive VP

11. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com The senior management decided to improve the organization’s environmental performance and set the goal of being recognized as a leader in environmentally friendly tourism. One year after this goal was set; the Business Chronicle published a table of companies ranked by environmental performance. The company comes close to bottom, or bottom, in every category. The Story

12. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Case Study Anna’s task is to agree on an objective with Pat that will: 1.Contribute to the company’s goal 2. Actually be achieved

13. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com How should Anna 1.Gain intellectual engagement? 2. Gain emotional engagement?

14. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Summary People need to be fully engaged –Intellectually –Emotionally Managers are the key players

15. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Involve people in: The reasons for an objective Deciding how it is to be set Deciding how it is to be achieved Intellectual engagement

16. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Emotional engagement Comes from Relationships with the organization, manager and colleagues Personal traits, fears, desires, hopes and beliefs

17. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Emotional engagement is more powerful than intellectual engagement

18. ©Telephone Doctor, Inc, St. Louis, MO www.newmarketlearning.com Gaining Commitment