Leadership A-Z: G is for Goal Setting: NaBloPoMo

Today we are at G in the Leadership a-z. A central focus of coaching conversations, whether working

wtih individuals, teams or groups, is on goal-setting.

Many of us are familiar with SMART goal setting, on a personal or professional level. In this framework the acronym reminds us to ensure that our goals are:
S- Specific: What exactly are you going to achieve? What are you aiming for?

M - Measurable: How can you measure your progress towards this goal? This might be a specific number, percentage or other.

A - Achievable: Is the goal achievable, with a stretch? What do you need to make sure you achieve it?

R - Realistic : It is realistic with the resoruces you have?

T- Timebound: What is the timeframe on these goals?

In my book, Effective Group Coaching, I add an E on the end, to stand for Exciting. If our goals are not exciting to us, what happens? The chances of them being fulfilled goes down.

Another useful goal framework is the CLEAR goal framework introduced by John Whitmore in his book, Coaching For Performance. Whitmore's CLEAR stands for:
C- Challenging
L - Legal
E- Environmentally Sound
A - Appropriate
R - Recorded (as many of know, what doesn't get written down, doesn't get done)

Coaching Questions:
1. What is the status of your current goals professionally?
2. How do they connect with your team or departmental goals?
3. What might get in the way of goal completion during 2013?  What do you need to achieve them? What changes might be needed to the original goal?
4. As you look towards next year, what are some possible goals for your work?
5. What goal framework with work best for you?
6. What will support you in keeping your goals in mind?

Have a great week,
Jennifer


Jennifer Britton, MES, PCC, CPT
Potentials Realized
Phone: (416)996-TEAM
Supporting leaders and teams through enhanced skills, better conversations and focused performance
Author of Effective Group Coaching (Wiley, 2010) and From One to Many: Best Practices for Team and Group Coaching (Jossey-Bass, 2013)

As an author Jennifer Britton is known for her thought leadership in the area of group and team coaching. She is also a former leader and team builder who spent the first 13 years of her career working within the United Nations as well as the international aid sector. From Boardroom to jungle, beach and forest to mountains, Jennifer has worked to develop teams and leaders in more than 18 countries, and virtually many more. She founded Potentials Realized in 2004 and focuses on leadership, teamwork and coaching skills training. 

Fostering Collaboration

Collaboration is a hot topic in today's work environment. What leads to success with collaboration and how do we know when collaboration is the best approach? One of my favorite reads on the topic of collaboration is by Morten Hansen's Collaboration. As Hansen writes, " Bad collaboration is worse than no collaboration."

So what makes collaboration successful? Much of the research points to the following factors:
- There is a shared goal amongst those that are collaborating
- Shared commitment to success on the part of those involved

At the end of the day collaboration is based on strong relationships. Those collaborating need to be clear on WHERE they are going, WHAT is the purpose, and WHAT resources are available. Resources include the important component of people. What are the strengths each team/group member brings? What knowledge and skills do they offer? What gaps might exist?

Successful collaboration often rests on the skill set of those involved. Key skills for collaboration include enhanced communication skills including active listening, better questioning, as well as enhanced  skills in relationship management and influence. Many of these skills come under the umbrella of emotional intelligence.

Leaders should also consider what barriers might exist to effective collaboration, whether it is related to resourcing, goals (individual, team or organizational) which might conflict with collaboration, values, rewards and even compensation. While leaders may not have control over some of these areas (such as the compensation structure in an organization) shared identification of these barriers can be extremely useful, in creating a context for success.

As you consider your work this year ask yourself the following:
- When will collaboration be essential in my work?
- What are the specific goals around this project? Are the goals clear, and shared?
- What might create a barrier to collaboration?
- What is needed to make this successful (relationships, shared goal, commitment, resources)?

I look forward to sharing more on collaboration in future posts. The topic of collaboration, along with co-facilitation, is one of the chapters in my next book From One to Many: Best Practices for Team and Group Coaching, which will be released this June. 

Best Regards,
Jennifer

Jennifer Britton
Author of Effective Group Coaching (Wiley, 2010)
Potentials Realized
Leadership, Teamwork, Coaching and Retreats
Phone: 416-996-TEAM (8326)