Goal setting stage 1--setting a framework and parameters parsimony2016

1. Effective Goal Setting
Parsimony
N. Perkins-Ceccato, MSc, PhD
parsimony2016@gmail.com

2. Introduction
"Goals determine what you're going to be."
- Julius Erving
● If the importance of goals is not tangible in the culture of your organization
and a rigorous process resulting in “SMART” goals (or objectives) does not
exist, driven by your brass ring……..RUN!!!!

3. Presentation Goals & Outline
This presentation aims to:
1) Identify key process steps for goals setting in your organization
2) Walk you through core elements of step 1: Determine framework and
parameters
**Please see other presentations for the remaining steps

4. 4321
Key Stages (Process Steps) for Goal Setting
Key process steps include:
Determine your
framework &
parameters
Brainstorm
where you want
to be in 3-5
years
Determine the
“why” of where
you want to be:
OUTCOMES
Determine the
“how” you will
get there:
PROJECTS
● Note this presentation focuses on #1
● It is important to note that goals can be somewhat vague if supported by detailed objectives--
this will be outlined in #2 and 3
● Also selecting performance indicators and target setting will be tackled in #3

5. A Tidbit About SMART Goal Setting
It may not fit here but it warrants being mentioned multiple times in multiple
locations and in multiple ways…..
● I have yet to see an organization not refer to “SMART” goals at some point
during the process AND end up approving “SMART” goals in the end. They
inevitably lack elements (sometimes ALL components) of “SMART” goals
● If you think you developed “SMART” goals --PLEASE….ensure the leadership
team circles back at the end and perform a litmus test to increase the likelihood
that Specific, Measurable, Attainable, Relevant, and Time-bound goals are
approved

6. PRE-WORK: AUDIENCE PREPARATION

7. Know Your Stakeholders…….
Before we go to the first step... there is value in knowing your stakeholders &
identifying any types of “bacteria” that might infest your process and erode your
efforts. These include:
Rocket ScientIst Sleeper Incessant Talker

8. Goal Destroyers
Rocket Scientist
Sleeper
Incessant Talker
● This individual undervalues the challenge and complexity of setting goals; they are not likely
to railroad but they can shake your confidence and feeling of value
● Advice: Ignore them, once implementation occurs they will get the critical importance and
value of what you provide
● This individual is asleep at the wheel and not paying attention along the planning process. This
person is dangerous as they are likely to chime in at the very end and their input will be like a
bomb: it won’t align with decisions along the way; it will throw out a curve ball and add on work
exploring new areas that won’t result in any changes.
● Advice: Engage this individual heavily pre/post meetings; have them give feedback on materials.
Take excellent minutes that include their comments approving decisions along the way.
● This individual likes to hear their own voice. They rarely add any value to the conversation but
usually have a golden nugget that throws you off your game. This type is dangerous for two
reasons: 1) they can derail the meeting agenda pulling stakeholders off topic, 2) they can lose
engagement of the audience tired of hearing the person ramble on.
● Advice: Ensure a strong facilitator is there keeping the group in line with the agenda. Ensure
outcomes are tied to agenda items so these are obtained at the end of the day. Send any other
tips my way….this type drives me NUTS!!!!

9. STEP 1: FRAMEWORK
Determine your
framework &
parameters

10. Framework
Figure: Kaplan & Norton
● You need a way to organize and group your goals; a framework
helps to do this and explains the relationship between factors as
you plan
● Kaplan and Norton is often adopted as a way to ensure balance in
goal selection between:
○ Finance
○ Customer Satisfaction
○ Internal Business Processes
○ Organizational Capacity
● Other sample hospital frameworks:
○ Enablers (Finance, IT, Research & Education)
○ Patient & Family Experience
○ Processes
○ Our People
Figure: Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business
Review (January-February 1996): 76

11. Parameters
● Spend time having your advisory group approve (setting up your structure is a conversation for
another day!) parameters around your goals at the onset to keep the group on track and the
deliverables manageable. Skipping this step will haunt you later!
● Parameters will be different depending on your context but 2 key items include: 1) Goal number
limit, 2) Selection criteria
Goal Number
Overload Aspirational
Selection Criteria
Impact
Readiness & Resources
Priority
Alignment

12. Goal Number Limits
● It is important to set upper limits in advance--don’t worry about a minimal number as this won’t
happen but ensure a final review that there is balance across the framework (e.g. somewhat
equitable number of goals in “Finance” as there are in “Processes”)
● Selecting a number (and the right maturity of goals) is a balance between pushing the organization
to be aspirational versus overloading everyone. Establishing too many and inappropriate goals can
have negative impacts on organization culture, employee and patient health and safety[1]
● While there is not one definitive rule, according to the PMMI target setting guide, it is not possible
for a manager to attend to more than 6 to 10 targets (therefore goals) at one time [2]
● According to Norton no more than 24 collective measures should be on a balanced scorecard
[1] Ordonez, L.D., Schweitzer, M.E., Galinsky, A.D., Bazerman, M.H. (2009). Goals gone wild. Harvard
Business School.
[2] http://www.idea.gov.uk/idk/aio/985665

13. Selection Criteria
● Determining approval criteria will help ensure effective goals are selected.
● The following is a sample but the criteria will depend on the stakeholders and
organization
Impact ● How much the goal drives the strategic direction (or framework element)
● Impact to entire organization
● Impact on other strategic priorities
Readiness and Resources ● Do we have the knowledge, skills, infrastructure/resources available?
● Has pre-work been done relevant to this goal or is it all foundational?
● How much has been done? How much needs to be done?
Priority ● What are the consequences of not tackling this goal now?
Alignment ● How does the goal (or elements of it) align with our accountability to the external
environment (i.e. Legislature, Accreditation, Public Reporting, Funding)

14. SUMMARY

15. SUMMARY
● At this point, you should know:
○ the key stages of goal setting
○ to assess your stakeholders as pre-work and plan pro-active strategies to address
potential bacteria types
○ the steps of establishing a framework & selection criteria
● You should also be familiar with:
○ SMART goals
If you have any feedback or comments, please feel free to contact Natalie Perkins-Ceccato
at parsimony2016@gmail.com

16. Next Steps
● Complete the goal setting process
(Steps #2-4)
● Key toll gates and checks
● Types of Performance Indicators
● Selecting Performance Indicators
● Selecting Targets
parsimony2016@gmail.com