Posts Tagged with "goals"

#3d2: Teams exist for goal alignment, not goal attainment.

Teams are beneficial but not necessary in enabling individuals to attain a goal. The individual, not the abstract concept of the team, does the work. And while collaboration and shared knowledge benefits goal attainment, these can occur outside team boundaries.Read more →

Reference #22: What Got You Here Won't Get You There

While being good obsessed is not a flaw in itself, it can create flaws. A short-sighted focus on a goal can lead you to achieve it while undermining your longer-term mission or values.Read more →

Reference #43: An Elegant Puzzle

Bad goals are indistinguishable from numbers. It is unclear from reading them whether they are ambitious or why they matter. Good goals comprise four specific types of numbers: a target, a baseline, a trend, and a time frame. A target states what you want to achieve.Read more →

Reference #44: An Elegant Puzzle

Consider two types of goals: investments and baselines. Investments describe a future state you want to reach. Benchmarks describe parts of the present system you'd like to preserve.Read more →

Reference #45: An Elegant Puzzle

Push notifications, rather than dashboards, may be more effective when it comes to ensuring action is taken on changes to your goal metrics. Even small nudges like these may be enough to stir action.Read more →

Reference #159: Peopleware

Company goals may be arbitrary, but people can still align around them — consider the goals a sports team in a match. Members of a team are invested in the outcome of the social unit they belong to.Read more →

Reference #160: Peopleware

The purpose of a team is not goal attainment, but goal alignment.Read more →

Reference #235: The First 90 Days

As a new leader, be careful not to fall into the low-hanging fruit trap. This occurs when you focus most of your time seeking early wins that don't advance larger and longer-term business objectives.Read more →

Reference #236: The First 90 Days

It's important to not only secure early wins but to get the right wins in the right way.Read more →

Reference #237: The First 90 Days

Don't take on too many opportunities during a transition. Instead identify the most promising opportunities then focus relentlessly on turning them into wins.Read more →

Reference #271: The First 90 Days

Early into a new role, you should focus on building support for early objectives. This is true even if you have strong positional authority.Read more →

Reference #289: The First 90 Days

At the end of each day, evaluate how the day went and how well you met your goals.Read more →

Reference #501: The Bullet Journal Method

Investor Warren Buffet provides the following advice for prioritising your goals and long-term plans.Read more →

Reference #522: The Five Dysfunctions of a Team

Good teams focus on results. Dysfunctional teams focus on team or individual status to the detriment of results.Read more →

Leadership is direction, alignment, and commitment

Can you describe what good leadership looks like? What does it mean for leadership to “happen”? And are you doing it?Read more →