One of the most common questions that our customer service team gets is “how will you be able to accomplish the goal you are aiming for?”. To answer this question, the manager needs to determine what the goal is. Once they understand the goal, they can use the same tools that they use to calculate the budget, to determine the level of effort, and to forecast the timeline.
If you are looking for the answer a manager is looking for, you’ll be well advised to read the Goal-Setting Handbook, which is the most comprehensive book I’ve ever come across on goal setting. In the example I gave earlier, the manager wants to have eight Visionaries on board by the end of the year so he can finally kill them all.
The book talks about the goals that managers want to reach so they can decide on the amount of effort they will put into reaching those goals. These goals are called “ends,” and they are the actions that managers want to reach. These are like the actions that goals are. They are actions that managers want to see accomplished before they can move on to the next.
The end of the book is about the planning process, and the example we use in the book is the meeting with the boss. The boss wants to know the best way to solve a problem. This means he wants to figure out the best way to achieve a particular end goal, which is good.
There are many ways that the manager can come to the same end goal. He might want to solve a problem and achieve that end goal, or he might want to solve a problem but he also wants to take the steps to achieve the next step, which is often a better goal. In the end, managers are often very similar in this way. They want to get something done, but they also want to think about different things as they go along, which is a very good thing.
In this context, it also helps to think about the goal in the context of the goals the manager has set out for himself. There is a tendency in organizations to think that the end goal is the one the manager wants to reach, which of course is an oversimplification of what it means to be a manager. Sometimes that is what the manager wants to achieve, but sometimes that is not.
Sometimes the end goal the manager wants to reach is the one that the team is planning on reaching. In other cases, the end goal is the goal the manager wants the team to reach, and in some cases, both. In any case, the goal is the thing that is the most important to the managers goals, but it’s not the most important thing to the team goals.
I’m not saying these are the only ways to reach the end goal, but I am saying that the goal being the most important is a general rule that applies to most, but not any of the other ways the manager can reach it. In other words, the manager’s goals are the ones that are the most important to their plans, but the team’s goals are not the most important to their plans.
As a manager of a large team, I must admit that I have to stop and think a lot about what a goal is in the context of the planning process, and what it is in the context of my team’s goals. The general rule I put in place is that the manager’s goals are the most important in the context of the planning process, but the team’s goals are not the most important to the planning process.
