This tool kit takes the anxiety and mystery out of setting and achieving goals! It provides a template to guide you through setting goals, defining metrics for them, breaking goals down into actions to achieve them, engaging and motivating your team, and tracking progress along the way. It's easy to use and has everything you need to rally the team!

1. MANAGERS KIT:
Goal
Engagement
&
Great
Execu1on

2. LEADERSHIP OPPORTUNITY
1. Source:
Metrus
Group
survey
2. Source:
Gallup
survey
People
with
clear,
wri/en
goals
accomplish
far
more
in
a
shorter
period
of
6me
than
people
without
them
could
ever
imagine.
–
Brian
Tracy

3. ENGAGE
YOUR
TEAM
IN
GREAT
EXECUTION
This
kit
provides
a
management
model
for
goal
engagement
and
great
execu?on.
To
make
the
most
of
the
kit:
1. First,
view
this
kit
in
full-­‐screen
mode
to
get
the
whole
picture.
2. Use
the
placeholders
to
deepen
your
thinking
on
goals,
metrics,
mo?va?on
and
work
plans.
3. Extract
pages
and
tailor
them
to
communicate
your
model
to
your
team
at
a
staff
mee?ng.
4. Expect
it
to
take
4
weeks
for
new
habits
to
form
as
you
work
the
model.
If
you
don’t
have
or
haven’t
communicated
clear
goals,
there’s
no
?me
like
the
present
to
start!

4. Set & Communicate Goals
Sample
Goal:
Iden?fy
2-­‐3
strategic
goals
for
the
quarter.
Use
aspira?onal
language
to
help
the
team
get
passionate
about
achievement.
Ensure
each
team
member
understands
the
purpose
of
their
work
and
the
results
you’re
trying
to
achieve.
(All
the
work
your
team
does
should
align
to
achieving
these
goals.)
1.
2.
3.
4.
5.
1. Deliver
beMer
content
to
our
users
to
increase
ad
sales
opportuni1es
2. Delight
customers
Our
Goals:
“Predic1ng
rain
doesn’t
count,
building
arks
does.”
—
Warren
BuffeT

5. Define Metrics for Success
Sample
Metrics:
Increase
page
views
to
enable
higher
ad
sales
40%
Increase
in
Page
Views
by
Year
End
Delight
customers
100
Referrals
by
March
30
Define
a
metric
that
will
be
used
to
assess
success
and
when
it
should
be
achieved.
Communicate
the
metrics
to
the
team
so
they
understand
how
success
will
be
measured
and
the
value
of
the
work.
Keep
the
metrics
visible
to
reduce
diversions
by
less
valuable
work.
“You
can
spend
your
life
running
up
and
down
the
field
and
never
score.”
—
Bill
Copeland
Our
Key
Metrics:

6. Plan & Delegate Work
Organize
for
execu?on
and
accountability.
Define
the
streams
of
work
required
and
team
members
involved.
Workstreams
are
a
way
to
group
and
monitor
related
effort
(or
the
recurring
func?onal
ac?vi?es
of
your
teams).
Sample
Workstreams
• Content
Development
• Page
&
Site
Design
• Customer
Engagement
• User
Experience
Design
1.
2.
3.
4.
5.
6.
7.
“Plan
with
audacity,
execute
with
rigor.”
–
Chris?an
Bovee
Our
workstreams:

7. Distribute & Do The Work
Sample
Ac1on
Items
• Refresh
the
blog
page
layout
with
new
style
guide
by
Friday
(Mary)
• Publish
2
third-­‐party
ar1cles
by
Thursday
(Satya)
• Conduct
customer
survey
by
February
20
(Brian)
“The
ul1mate
inspira1on
is
the
deadline.”
—
Nolan
Bushnell
Define
and
distribute
the
primary
ac?on
items
in
weekly
work
plans
with
due
dates
and
owners.
Minimize
burden
and
maximize
goal
achievement
by
assigning
significant
ac?ons
with
precise
outcomes
and
let
the
team
flesh
out
the
details.
Use
weekly
staff
mee?ngs
to
communicate
the
week’s
plans
and
hold
people
accountable
for
prior
week
outcomes.
Iden1fy
the
top
5-­‐10
deliverables
needed
in
the
next
two
weeks
to
achieve
your
goals
Our
Primary
Ac1on
Items:

8. Motivate People
Help
your
team
relate
their
work
to
the
goals
and
recognize
progress.
Foster
purpose
and
passion
week
a_er
week
by
staying
on
the
plan
yourself.
Provide
support
and
feedback
as
work
progresses
–
be
generous
with
“aTaboys”.
“The
road
to
success
is
always
under
construc1on.”
―
Lily
Tomlin
Use
1on1s
to
reiterate
and
reinvigorate
goals,
check
progress
and
remove
obstacles.
Ask
what
mo1vates
people;
incorporate
it
in
engagement.
Capture
what
mo1vates
each
staff
member
Iden1fy
what
engagement
change
you’ll
incorporate
to
improve
execu1on
velocity:
Engaging
my
staff:

9. Track Status of Key Deliverables
Sample
Status
Refresh
the
blog
page
layout
with
new
style
guide
by
Friday
–
DONE
(Mary)
Publish
2
third-­‐party
ar1cles
by
Thursday
–
DOING
late
because
Acme
doesn’t
have
pub
approval
(Satya)
Redesign
landing
page
by
Tuesday
–
NEXT,
HI
PRIORITY
(Maurice)
Ask
for
weekly
status
on
results
and
for
each
primary
ac?on
and
deliverable;
use
red/green
light
indicators
to
beTer
predict
and
prevent
execu?on
issues.
Use
your
staff
mee?ngs
to
remove
roadblocks
and
plan
next
week’s
work
rather
than
recoun?ng
last
week’s
status.
Were
ac1on
items
expected
delivered?
What
red
flags
arose
and
why?
What
is
the
resolu1on
path
for
them?
What
ac1ons
carry
over
to
the
following
week?
Which
ac1ons
should
be
deferred
or
skipped?
“Don’t
expect
what
you
don’t
inspect.”
—
Clement
Stone
Facts
to
have
before
staff
mee1ngs:

10. Measure Results
Measure
results
against
the
goal
and
metrics
you’ve
defined.
Determine
who
should
provide
the
data
points
on
the
key
metric
for
each
goal;
ask
them
to
provide
it
in
their
report.
When
you
get
great
results,
give
great
feedback;
don’t
hesitate
to
provide
fact-­‐based,
unemo?onal
feedback
where
improvements
are
needed.
What
will
you
communicate
upline
as
progress
against
the
organiza1on’s
goals?
What
level
deliverable?
What
type
of
red
flags?
What
metrics?
“What's
measured
improves.”
—
Peter
Drucker
Results
you
report:
0
10
20
30
40
50
60
70
80
Week
1
2
3
4
5
6
7
8
Referrals
against
Goal
of
100
by
March
30

11. Pivot Quickly
Respond
to
changing
compe??ve,
market,
resource
and
organiza?on
condi?ons
by
redirec?ng
efforts,
changing
goals,
and
re-­‐
planning
work.
When
overall
goals
change,
pull
the
team
together
to
communicate
which
facts
and
circumstances
changed,
the
root
cause,
and
changes
in
plan
of
ac?on.
“Change
is
inevitable,
progress
is
not.”
—
Max
McKeown
Develop
a
checklist
for
socializing
and
execu1ng
the
pivot:
What
facts
and
decisions
are
needed
upline
to
get
support?
Have
you
re-­‐set
the
team
and
provided
logic
for
the
shil
so
they
move
seamlessly
forward?
What
are
the
new
goals
and
metrics
and
have
you
re-­‐set
the
work
plans?

12. The Ask from the Team
Do
weekly
reports
directly
from
your
list.
Include
ac?on
items
you’ve
done,
are
doing
and
plan
to
do
next.
Provide
comments
on
red
flag
and
late
items.
GOALS
ACTIONS
STATUS
RESULTS
Make
sure
you
know
the
goals
so
you’re
contribu?ng
to
and
enjoy
success!
Track
your
primary
ac1on
items
and
deliverables;
update
your
deliverable
list
a_er
our
staff
mee?ngs
Update
ac1on
item
status
as
it
changes
and
indicate
red
flags;
see
and
comment
on
peer
status.

13. Achieve Your Q3 Goals
Workboard
can
help
you
align
your
team’s
efforts
to
your
top
ini?a?ves
and
close
the
“agreed-­‐to-­‐
achieved”
loop.
Show
Me
How!