Committing to the right objectives Tutorial

Are your objectives truly aligned with your vision? In "Committing to the Right Objectives," we explore the SMART criteria and how to negotiate and translate your goals into actionable steps. Discover key questions to ensure your objectives are clear, measurable, and achievable. Perfect for enhancing personal and professional effectiveness—this is a video you won’t want to miss!

09:04
3 views

Selected for you
New

Available in SoftSkills

00:00:05

there is no favorable wind for those who do not know where they are going.

00:00:10

Do you have smart objectives,

00:00:13

measurable,

00:00:14

ambitious,

00:00:15

realistic,

00:00:16

a target towards which you can project and direct your action in the field.

00:00:22

Having a vision and defining it into a strategy

00:00:25

is certainly an essential step.

00:00:28

The next step

00:00:29

will be to translate your vision into concrete actions and

00:00:33

to define the monitoring indicators of your preset objectives.

00:00:38

In this video,

00:00:39

we will see how we can formulate our objectives,

00:00:43

how to negotiate them,

00:00:45

and the key questions to ask ourselves before committing.

00:00:49

The SAT acronym reminds us with so much good

00:00:53

sense of the main characteristics of a good objective,

00:00:57

specific and simple,

00:00:59

measurable,

00:01:00

agreed upon,

00:01:01

realistic and time-bound.

00:01:05

Specific or simple,

00:01:07

the outline of the objective is simple.

00:01:10

It is precise and easily understood by all.

00:01:14

A lack of clarity is among the first main

00:01:18

factors causing overload and discomfort in the workplace.

00:01:22

A lack of clarity regarding the objectives of each

00:01:27

leads to conflicts over the division of responsibilities.

00:01:31

The clearer our objectives are,

00:01:34

the better they will be translated into action

00:01:37

and ideally put into writing and the

00:01:40

more you'll know where your responsibility lies.

00:01:43

If you are a manager,

00:01:45

ask your employee as often as possible to verbalize their objectives

00:01:50

and upcoming actions in their own words in order to confirm

00:01:55

you are on the same page.

00:01:58

Measurable

00:01:59

measurable means having concrete and or quantified indicators

00:02:04

that can help us make sure that an objective has been achieved.

00:02:08

A good indicator must be relevant,

00:02:11

useful,

00:02:11

solid,

00:02:12

and above all verifiable.

00:02:15

How do we know when the objective has been reached?

00:02:18

That's the right question to ask,

00:02:21

because the client would be pleased.

00:02:23

Well,

00:02:23

that's rather vague.

00:02:24

If he had expressed it through an email or filled in a satisfaction survey,

00:02:28

that would have been a bit more precise.

00:02:31

This year my objective is to gain self-confidence.

00:02:35

How would you know that you have gained self-confidence?

00:02:39

What would you do?

00:02:40

I'll make a suggestion during every team meeting that's much more measurable.

00:02:46

Agreed.

00:02:48

The objective must be agreed upon by the person fulfilling it.

00:02:52

Ideally,

00:02:53

you'd have some control over setting your goals on your life goals,

00:02:58

of course,

00:02:59

but also at work.

00:03:00

I really recommend the setting of objectives be done through mutual agreement

00:03:06

between the superior and the employees.

00:03:09

Objective-based management

00:03:11

implies that objectives are negotiable.

00:03:14

Otherwise it is not an objective,

00:03:16

it's an order.

00:03:18

Sometimes in a company it's difficult to negotiate the expected outcome.

00:03:23

You can at least negotiate the means of this objective though.

00:03:26

The time allocated,

00:03:28

the human resources who could help you,

00:03:30

the financial resources,

00:03:32

the setting of new drivers for action,

00:03:35

negotiating an objective means suggesting in a constructive way a new objective,

00:03:41

differently formulated or oriented.

00:03:43

It's not about saying no,

00:03:46

but more like,

00:03:47

here's what looks more relevant to me.

00:03:50

This is what I'm willing to commit to.

00:03:53

The negotiation margin of the objectives you'll have with your superior

00:03:58

depends on your autonomy,

00:03:59

your manager,

00:04:00

the context,

00:04:01

and your company's culture.

00:04:04

In any case,

00:04:05

if an objective is not validated,

00:04:08

accepted by whoever will have to implement it,

00:04:11

then it's not the right objective

00:04:13

or the person is not in the right place.

00:04:17

Realistic

00:04:18

meaning accessible,

00:04:19

attainable.

00:04:21

If the boss and their employees have agreed on the objective,

00:04:25

it is a sign that the objective is

00:04:27

considered attainable and realistic by both parties.

00:04:31

But is it really in personal development,

00:04:34

it's believed that an objective is not well formulated

00:04:38

if the result is not 100% in the hands of the person working on it.

00:04:43

From this perspective,

00:04:45

one could say that 95% of the objective set in companies are poorly formulated.

00:04:52

We are for the most part

00:04:54

interdependent on our work

00:04:56

and therefore the achievement of a goal also depends

00:04:59

on those around us and in the economic context.

00:05:03

Committing to the finalization of a project,

00:05:07

guaranteeing a turnover or the contractualization of 5

00:05:11

new clients are objectives that are beyond control.

00:05:15

For sure we will have an influence on their attainment,

00:05:18

but we do not have the power to make progress

00:05:21

on the work of another colleague in the same project.

00:05:24

We do not have the power to grab the client's hand and make them sign a new contract.

00:05:30

Making 50 prospecting calls a day is a goal that is under my control,

00:05:35

provided I have a working phone and access to a database.

00:05:39

Having an appointment with a prospect every day

00:05:42

is not under my control.

00:05:44

The person in front of me is always free to decline the interview proposal,

00:05:48

even if I'm an excellent salesperson.

00:05:51

I therefore invite you to discard or reformulate differently the objectives

00:05:58

whose achievement depends too much on external people or factors.

00:06:03

T as in time bound,

00:06:05

an objective must be set in a specific timing

00:06:09

time sensitive.

00:06:11

Do you have clearly set deadlines,

00:06:13

and have you made provision for contingencies?

00:06:16

How much time will you need to reach the objective?

00:06:19

What will be the intermediate stages throughout the year?

00:06:23

This year I'm going back to learning Spanish,

00:06:26

or this year I'm going back to sport.

00:06:29

These are not specific,

00:06:31

measurable,

00:06:31

nor time-bound objectives.

00:06:34

Indeed,

00:06:35

these are objectives to smart eyes.

00:06:38

This year I'm following the Spanish assimilation method of 100 lessons.

00:06:43

This means 2 lessons per week.

00:06:46

This year I'm joining the gym

00:06:48

and I'm going every Thursday night between 7 and 8 p.m. after work.

00:06:53

Now that's more smart.

00:06:55

Here are a few questions to ask yourself

00:06:58

if you want to make sure that you're committing to the right objectives.

00:07:02

Question one.

00:07:03

Does this objective benefit one of my chosen priorities?

00:07:09

Normally,

00:07:09

before setting your objectives,

00:07:11

you should already have determined your priorities,

00:07:14

your big rocks,

00:07:15

personal or professional life priorities.

00:07:19

If your priority is to take care of your body this year,

00:07:22

the objective of getting a massage is in the targets.

00:07:25

The goal of watching this TV show all night long may not be.

00:07:29

If your professional priority is to delegate to your employees,

00:07:33

then fulfilling this project on your own does not fit into your priorities.

00:07:38

Question two,

00:07:39

do I know how this objective will benefit me,

00:07:43

my department,

00:07:44

my company?

00:07:46

Make sure that this objective means something to you and those around you.

00:07:51

Question 3.

00:07:52

Am I 100% sure I'll reach this objective?

00:07:57

If the answer is no,

00:07:59

are you sure that this objective is realistic?

00:08:02

Can it be reformulated?

00:08:04

If the answer is yes,

00:08:06

if you're 100% certain of reaching this objective,

00:08:10

then were you ambitious enough?

00:08:12

Can you give yourself a little bit more of a challenge?

00:08:15

Question 4,

00:08:17

are my objectives displayed and visible?

00:08:20

Do your regular conversational partners,

00:08:22

your family,

00:08:23

your colleagues,

00:08:23

your boss

00:08:25

know your objectives?

00:08:27

Question 5.

00:08:28

Could someone prevent me from reaching my objectives?

00:08:31

Who and what should I do?

00:08:34

For example,

00:08:35

what do I do?

00:08:36

What do I say?

00:08:38

If,

00:08:38

as soon as I sit in front of my online course on mediation,

00:08:42

because this year my priority is personal development,

00:08:45

my colleague or my son.

00:08:46

Interrupts me.

00:08:47

How do I hold on to my objective

00:08:50

when faced with interruptions and solicitations that

00:08:53

will interfere between me and my objectives?

00:08:57

Prepare your strategies and responses beforehand

00:09:01

so as not to be taken by surprise.

Mandarine AI: WHAT YOU SHOULD KNOW