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Get To High Performance
BEST PRACTICES FOR ESTABLISHING GOALS FOR
YOUR MANAGEMENT TEAM IN THE NEW YEAR
About the Webinar Speaker
o Chairman,	
  Aus-n	
  Technology	
  Council	
  and	
  Co-­‐founder	
  and	
  Managing	
  Partn...
Lack	
  of	
  Influence	
  on	
  the	
  
Organiza4on	
  
CEO Challenges
©	
  Khorus	
  2014	
   3	
  
1
Lack	
  of	
  Timel...
Why Quarterly Company Goals?
©	
  Khorus	
  2014	
   4	
  
Monthly	
  
Goals	
  
	
  Short	
  -meline	
  
to	
  plan	
  an...
Execution Happens When…
©	
  Khorus	
  2014	
   5	
  
	
  Employees	
  understand	
  
current	
  strategy	
  
1
Employees	...
Do Employees Understand Current Strategy?
“…only	
   7%	
   of	
   employees	
  
today	
   fully	
   understand	
   their	...
Strategy Executed Through Goals
Grow	
  product	
  revenue	
  by	
  40%	
  in	
  1Q	
  2014	
  
Develop	
  &	
  execute	
 ...
Sample	
  Corporate	
  Goal	
  
	
  
	
  
Measures	
  
●  Launched?	
  Y/N?	
  
●  Quality?	
  
●  Measure	
  3	
  
● Prio...
● Department	
  goals	
  support	
  the	
  
Corporate	
  Goals	
  either	
  directly	
  or	
  
indirectly	
  through	
  th...
● Individual	
  contributors	
  create	
  
individual	
  goals	
  that	
  link	
  directly	
  to	
  
department	
  or	
  c...
Determine	
  
exactly	
  when	
  
the	
  goal	
  will	
  
be	
  completed	
  
Establish	
  goals	
  
clearly	
  -ed	
  to	...
● Predic-ve	
  Measures	
  
◦  	
  Metrics	
  that	
  measure	
  the	
  ac-vi-es	
  that	
  drive	
  
outcome	
  measures....
Execution Happens When…
©	
  Khorus	
  2014	
   13	
  
	
  Employees	
  understand	
  
current	
  strategy	
  
1
Employees...
●  Feedback	
  needs	
  to	
  be	
  bi-­‐direc-onal.	
  
Individual	
  contributor	
  to	
  management.	
  
Management	
  ...
Complete the Process
Final	
  status	
  for	
  all	
  goals	
  is	
  
recorded.	
  	
  
CEO	
  summarizes	
  
corporate	
 ...
●  Corporate	
  Goal	
  1:	
  Grow	
  revenue	
  by	
  20%	
  Y/Y	
  
in	
  Q2	
  
●  CEO	
  Comment:	
  	
  
◦  Revenue	
...
10	
  Weeks	
  
Goal Setting and Execution Timeline
©	
  Khorus	
  2014	
   17	
  
5	
  4	
   6	
  1	
   2	
   3	
   12	
 ...
þ Make	
  the	
  goals	
  posi-ve	
  
þ Include	
  everyone	
  
þ Build	
  a	
  rhythm	
  
þ Insure	
  closure	
  
þ ...
● 31	
  Consecu-ve	
  Quarters	
  of	
  Double	
  
Digit	
  Y/Y	
  Growth	
  
● 10X	
  return	
  for	
  investors	
  
● <3...
Conclusion
©	
  Khorus	
  2014	
   20	
  
A	
  properly	
  executed	
  goal	
  system	
  will	
  drive	
  the	
  following...
Contact the Speaker
●  Joel	
  Trammell	
  
* 	
  :	
  joel@khorus.com	
  	
  	
  
!	
  :	
  htp://khorus.com	
  
	
  	
 ...
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Goal Setting for CEOs

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Setting company goals is something that every CEO does, but do your employees actually care? Goal setting is something that every organization needs to revisit and make sure that employees are aligned in achieving the corporate goals.

Publié dans : Business, Économie & finance

Goal Setting for CEOs

  1. 1. Get To High Performance BEST PRACTICES FOR ESTABLISHING GOALS FOR YOUR MANAGEMENT TEAM IN THE NEW YEAR
  2. 2. About the Webinar Speaker o Chairman,  Aus-n  Technology  Council  and  Co-­‐founder  and  Managing  Partner  of   private  equity  firm  Lone  Rock  Technology  Group   o Developed  and  implemented  an  effec-ve  goals  management  system  as  the   former  CEO  of  two  soHware  companies   o As  CEO,  led  both  of  those  soHware  companies  to  successful  nine-­‐figure   acquisi-ons  by  two  Fortune  500  companies     o In  2010,  co-­‐founded  Aus-n-­‐based  Cache  IQ,  a  storage  soHware  company.   NetApp  acquired  it  in  November  2012.   o Co-­‐founded  network  management  soHware  company  NetQoS  in  1999  and  led   it  to  become  one  of  the  fastest  growing  technology  companies  in  the  U.S.,   with  31  consecu-ve  quarters  of  double-­‐digit  revenue  growth.  CA  Technologies   acquired  the  company  in  2009,  genera-ng  more  than  10x  return  on  capital  to   our  private  equity  investors.   ©  Khorus  2014   2   Joel  Trammell     CEO,  Khorus  
  3. 3. Lack  of  Influence  on  the   Organiza4on   CEO Challenges ©  Khorus  2014   3   1 Lack  of  Timely  Informa4on  to   Address  Problems   2 Lack  of  Engaged  Employees  3
  4. 4. Why Quarterly Company Goals? ©  Khorus  2014   4   Monthly   Goals    Short  -meline   to  plan  and   execute  a   cohesive   strategy   Quarterly  Goals   Drive   Company   Priori-es   Adapt  to   Changing   Business   Condi-ons   Engage   Employees     Half  Yearly/Annual   Goals   Not  Fast   enough  to   respond  to   markets  driven   by   Lose  sense  of   focus  and   urgency  with   too  much  slack   built  in   2-­‐5  Year   Goals    Excellent  for   company   vision,  poor   for  transla-ng   Strategy  to   opera-ons   and  execu-on  
  5. 5. Execution Happens When… ©  Khorus  2014   5    Employees  understand   current  strategy   1 Employees  develop  goals   linked  to  strategy   2 Measurements  are   iden4fied   3 Employees  act  with   purpose   4 Results  are  reviewed   weekly   5
  6. 6. Do Employees Understand Current Strategy? “…only   7%   of   employees   today   fully   understand   their   company   business   strategies   and  what  is  expected  of  them   in   order   to   help   achieve   company  goals.”   -­‐Kaplan  and  Norton         ©  Khorus  2014   6   DO  EMPLOYEES  UNDERSTAND  YOUR  CURRENT  STRATEGY?   WHY  DON’T  EMPLOYEES  GET  IT?   No  direct  -e  between  corporate   goals  and  day  to  day  ac-vi-es     “When   CEO’s   talk   strategy,   70%  of  the  company  does  not   get  it.”     -­‐  Harvard  Business  Review   Corporate  Goals   Employee  Goals  
  7. 7. Strategy Executed Through Goals Grow  product  revenue  by  40%  in  1Q  2014   Develop  &  execute  new  campaigns  to  generate  qualified  leads  &  grow  pipeline  by  $10  million     Close  $2  M  in  new  customer  bookings  in  1Q  2014  
  8. 8. Sample  Corporate  Goal       Measures   ●  Launched?  Y/N?   ●  Quality?   ●  Measure  3   ● Priority  Goals  –  new  ini-a-ves  that   specify  the  priori-es  of  the  CEO.  Any   one  department  should  contribute  to   at  most  two  priority  goals.     ◦  “Launch  Product  XYZ”   ◦  “Reduce  Product  Defects  by  27%”   ● Sustaining  Goals  –  normal  opera-ons   of  the  company   ◦  “Con-nuous  Improvement  in  Opera-onal   Excellence”   ◦  “Deliver  World-­‐Class  Customer   Sa-sfac-on”   ©  Khorus  2014   8   Setting Corporate Goals Launch  Product  XYZ  
  9. 9. ● Department  goals  support  the   Corporate  Goals  either  directly  or   indirectly  through  the  hierarchy.   ◦  “Develop  Marke-ng  Plan  to  Support   Product  XYZ  Launch”   ● Departments  may  also  create  goals   that  don’t  link  to  the  Corporate   Goals   ◦  “Increase  Marke-ng  Mee-ngs  Set  by  25%”   ● Any  one  department  should  only   support  a  maximum  of  two  priority   goals   Sample  Department  Goal       Measures   ●  #  of  Marke-ng  Qualified  Leads     ●  Measure  2   ●  Measure  3     ©  Khorus  2014   9   Setting Department Goals Develop  and  Execute  Marke-ng  Plan   to  Support  Product  XYZ  Launch  
  10. 10. ● Individual  contributors  create   individual  goals  that  link  directly  to   department  or  corporate  goals   ● Individual  goals  come  out  of  a   collabora-ve  process  between  the   individual  and  their  manager   Sample  Individual  Goal       Measures   ●  Quality?   ●  #  of  Downloads   ●  #  of  Conversions   ©  Khorus  2014   10   Setting Individual Goals Publish  Whitepaper  to  support   Product  XYZ  launch  
  11. 11. Determine   exactly  when   the  goal  will   be  completed   Establish  goals   clearly  -ed  to   higher  level   goals   Make  sure  the   goal  can  be   accomplished   Establish  clear   objec-ve   measures  to   define  the   goal   Make  sure  the   goal  is  clear   Follow the SMART Goal Framework ©  Khorus  2014   11  
  12. 12. ● Predic-ve  Measures   ◦   Metrics  that  measure  the  ac-vi-es  that  drive   outcome  measures.  A  predic-ve  measure  for   revenue  in  the  quarter  might  be  number  of   qualified  mee-ngs  held.     ◦  Key  role  of  management  is  to  iden-fy  the   predic-ve  measures  for  every  individual  in  the   company  and  facilitate  that  ac-vity.     ● Outcome  Measures   ◦  Metrics  that  focus  on  the  results  at  the  end  of  a   -me  period,  aka  historical  performance.   Example,  revenue  in  the  quarter.     ©  Khorus  2014   12   Choosing the Proper Measures    Website  Visitors   Sales  Mee-ngs/   Demos      Closed  Bookings   Free  Trials   Predic-ve  Measures   Outcome  Measure  
  13. 13. Execution Happens When… ©  Khorus  2014   13    Employees  understand   current  strategy   1 Employees  develop  goals   linked  to  strategy   2 Measurements  are   iden4fied   3 Employees  act  with   purpose   4 Results  are  reviewed   weekly   5
  14. 14. ●  Feedback  needs  to  be  bi-­‐direc-onal.   Individual  contributor  to  management.   Management  to  individual  contributor.     ●  Individual  contributors  must  be  able  to   communicate  their  issues  without   interpreta-on  to  the  top  of  the  organiza-on.     ©  Khorus  2014   14   Results are Reviewed Weekly
  15. 15. Complete the Process Final  status  for  all  goals  is   recorded.     CEO  summarizes   corporate  goal  results  to   the  en-re  organiza-on.   ©  Khorus  2014   15  
  16. 16. ●  Corporate  Goal  1:  Grow  revenue  by  20%  Y/Y   in  Q2   ●  CEO  Comment:     ◦  Revenue  growth  for  Q2  came  in  at  ~26%.  I  want   to  thank  everyone  involved  for  delivering   another  excellent  performance.     ◦  I  want  to  specifically  note  the  efforts  of  our   western  region  in  signing  four  new  Fortune  500   customers.     ◦  Our  new  XYZ  product  contributed  5  million  in   revenue  in  only  its  2nd  quarter  on  the  market.  It   is  clear  we  are  gaining  market  share  across  all   regions.     ◦  Let’s  con-nue  this  momentum  into  Q3.     ©  Khorus  2014   16   CEO Goal Review ●  Elements  of  CEO  Commentary:     ◦  Candid  performance  assessment   ◦  Gra-tude   ◦  Commenda-on   ◦  Mo-va-on    
  17. 17. 10  Weeks   Goal Setting and Execution Timeline ©  Khorus  2014   17   5  4   6  1   2   3   12  11  10  7   8   9   Goals   Cascaded   and  Aligned   QUARTER  1   1-­‐2  Weeks   Upda4ng   Goals   throughout     the  Quarter   1  Week   Next  Quarter   goals   discussions   begin   2  Weeks   Next  Quarter   goals   discussions   begin   14  13   QUARTER  2   16  15   2  Weeks   Complete   and  Submit   Results  
  18. 18. þ Make  the  goals  posi-ve   þ Include  everyone   þ Build  a  rhythm   þ Insure  closure   þ Train  your  managers   þ Encourage  input  from  the  botom   þ Keep  it  simple   ý Unrealis-c  targets   ý Try  to  capture  every  ac-vity   ©  Khorus  2014   18   Do’s and Don’ts
  19. 19. ● 31  Consecu-ve  Quarters  of  Double   Digit  Y/Y  Growth   ● 10X  return  for  investors   ● <3%  Unwanted  Employee  Turnover   ©  Khorus  2014   19   Case Studies Was acquired by In 2009
  20. 20. Conclusion ©  Khorus  2014   20   A  properly  executed  goal  system  will  drive  the  following  benefits:   Allow  the  leader  to  drive   the  organiza4on  instead  of   each  group  ac4ng   individually   1 Last  minute  surprises  will   be  drama4cally  reduced   2 Employees  will  be  much   more  engaged  as  they   understand  how  they   contribute  directly  to  the   goals  of  the  company   3
  21. 21. Contact the Speaker ●  Joel  Trammell   *   :  joel@khorus.com       !  :  htp://khorus.com              :  @TheAmericanCEO              :  htp://theamericanceo.com              :  htp://www.linkedin.com/in/joeltrammell              :  htp://www.forbes.com/sites/joeltrammell/   Joel  Trammell    

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