1. Performance Management
Goal Setting 1

2. Goal Setting Training Objectives What you will learn on this course:
Why you need to set goals
Guidelines for goal setting
Understanding SMART Goals
Managing by Objectives
Your Objectives 2

3. How much have you done about it?
Goal Setting
How many times have you been told you’d be more successful if you were better organised?
How many times have you told yourself that you must organise your activities more effectively?
How often have you promised yourself that you’ll do something about it?
How much have you done about it?
Each person has exactly the same amount of time each day.
Some get better value from their time than others because they use it efficiently. They practice good planning and organising to get the most out of every minute.
That is what self-organisation boils down to - “Efficient use of the time at our disposal”
Notes 5

4. Goal Setting If you aim and try you can succeed
We learn to be well organised or we don’t, according to what experience has taught us, and if we recognise that we are not well organised, we can learn to organise ourselves and we can take responsibility for the success that we plan for the future.
It is so easy, so enjoyable, and so profitable to plan and organise for the future.
The average person remains average because they are content to point themselves in the general direction of a desired end and trust to luck that in the course of time they will be able to supply whatever effort is needed, and overcome any obstacles which may confront them.
Most of us have the ability to achieve almost anything
Lack of basic capability is rarely the problem
We all have resources of untapped power
often we don’t know what we want.
fear of failure bottles up our wants
If you aim and try you can succeed 6

5. Goal Setting - Guidelines
If it is not in writing, it is not a goal
unwritten want is just a wish
written goals become a commitment
sharing the goal publicly increases your commitment to the goal
If it is not specific, it is not a goal
broad desires have no effect
merely wanting is not enough
turn your wishes into concrete goals and plans
Goals must be believable
if you don’t believe in it, you won’t pay the price
An effective goal is an exciting challenge
your goals must push you ahead
Goals must be adjusted to new information
set your goals quickly and adjust them later if you aimed too high/ too low
Dynamic goals guide our choices
if your goals are set up right they will show you the right way to go on most decisions 8

6. Goal Setting - Guidelines
Don’t set short term goals for more than ninety days
set to achieve them
don’t lose interest
Maintain balance between long-term and short-term goals
achievement short term
direction for long term
Include family in your goals
they can help
Set goals in all areas of life
family, health, sport, personal, work
Your goals must harmonise
if they conflict, you lose
goals get rid of frustration, not create it
Review goals regularly
long term goals can only be reached through the achievement of short term goals
Set vivid goals
imagine enjoying your benefits 10

7. Goal Setting To test each goal, ask: 1. is it worthwhile?
2. can you achieve it?
3. is it clearly defined?
4. have you considered all obstacles?
5. can it be split into sub-goals?
Notes 20

8. Goal Setting Remember and use these vital facts of life:-
You can enjoy happiness by trying hard to achieve a goal you regard as worthwhile
Your mind has a greater capacity for storing information than any computer
Your self image is the mental picture you have of yourself as you believe you are now, which is made up of your beliefs about yourself
You can improve your self image and increase your ability by replacing undesirable beliefs with desirable beliefs
Use self analysis to examine and improve your self image
Remember that your greatest handicap is your belief in your limitations
Belief in your own ability is the only genuine positive thinking
Notes 21

9. Goal Setting - SMART Goals
Notes 22

10. Agree SMART objectives
Goal Setting - Performance Management
Be consistent
And
Fair!
Agree SMART objectives
Confirm strategy
& tactics
Agree review date
Monitor performance
Action
Reward/Counsel/
Train/Coach/
Discipline
Revise business
needs
Review
performance
The starting point is to agree objectives, confirm the strategy &
tactics & agree a review date - 1 month, 6 weeks, or 3 months.
Once the objectives have been set, progress needs to be
monitored, weekly, bi-weekly or monthly. Performance is
reviewed on the date agreed. Ensure you plan for the
Performance review & allow TIME! Try to arrange a convenient
time & place. A ten minute review in a coffee shop at the end of a
field visit is NOT IDEAL! If the objectives have been achieved,
reward in the appropriate way, incentive scheme etc. If they have
not, you need to take action. Action may be further training or
coaching. There may be a need for counselling if there is a
personal issue, & in some instances disciplinary action. The next
step is to review the Company’s business needs, the team’s &
the individual’s. Then back to the beginning - hence the “rolling
management tool”, it rolls on & on!! 26

11. Goal Setting - Performance Management
Objectives should be S.M.A.R.T and in line with Company objectives
Objectives should be agreed and documented
Objectives should be purposeful and results orientated
Objectives should be linked to a desired continual improvement in performance
Objectives should not be unclear or biased
Notes 27

12. Goal Setting - Performance Management
Objectives can be related to any area of territory / Representative business
call rate, number of details, revenue, territory days, selling skills, report writing, performance standards...
Set objectives for all Representatives
in particular high performing Representatives
Determine and agree time period of review
1 month, 6 weeks, 3 months...
Set interim milestones
measure performance routinely
Ensure consistency and simplicity
Notes 31

13. Goal Setting - Performance Management
Monitoring
Conduct a Performance Review Meeting
Share objective and constructive feedback
Document performance to date v objectives set
Praise and reward or agree corrective actions
Discuss territory and Company business needs
Revise current objectives and agree future objectives
Agree a joint plan of action - work together
Confirm that an enhanced performance will deliver GREATER RESULTS
Notes 32