Setting Clear Goals for Team Projects

Toyota's Improvement Kata works for manufacturing. I adapted it for product development. Mike Rother designed it to help factory workers solve problems systematically. The same structure applies to product teams that keep shipping features without knowing if they're moving the needle. I call it the Product Kata. Four steps: understand the direction, analyze the current state, set the next goal, then choose your step. It sounds simple. Most teams skip three of the four. The most common skip is the first one. Teams jump straight to initiatives without asking what direction they're actually trying to move in. Vision isn't a slide in a strategy deck. It's the constraint that makes every downstream decision faster. The second skip is the goal. Teams either set goals too broad ("improve retention") or too narrow ("increase day-7 retention by 2%"). Too broad paralyzes because there are infinite ways to attack it. Too narrow limits because you've already decided on the solution before you've understood the problem. What I see when companies actually work through the Product Kata: teams stop confusing strategy creation with strategy deployment. Those are two different activities. Creating strategy means making choices at the leadership level. Deploying it means each level of the organization translates that into work they can actually execute, at the right time horizon. A VP-level goal looks different than a team-level goal. A six-month initiative looks different than a two-week experiment. The Product Kata gives teams a shared language to connect those levels without collapsing them into one big backlog. If your team keeps shipping and keeps wondering why the metrics aren't moving, the problem usually isn't execution. It's that the direction and the goals were never clear enough to know what good execution would look like. What does goal-setting look like on your team right now: too broad, too narrow, or somewhere in between?

Let's talk about SMART goals. You know them. Specific. Measurable. Achievable. Relevant. Time-bound. But here's what most leaders miss. SMART goals can crush your team if they're not tied to well-being. You can hit every target and still lose your best people. So when you're setting goals this year, ask yourself these three questions. 𝟭: 𝗗𝗼𝗲𝘀 𝘁𝗵𝗶𝘀 𝗴𝗼𝗮𝗹 𝗿𝗲𝗾𝘂𝗶𝗿𝗲 𝗺𝘆 𝘁𝗲𝗮𝗺 𝘁𝗼 𝘀𝗮𝗰𝗿𝗶𝗳𝗶𝗰𝗲 𝘁𝗵𝗲𝗶𝗿 𝘄𝗲𝗹𝗹-𝗯𝗲𝗶𝗻𝗴 𝘁𝗼 𝗮𝗰𝗵𝗶𝗲𝘃𝗲 𝗶𝘁? If yes, the goal is broken. Not your team. Build in recovery time. Adjust the timeline. Add support. 𝟮: 𝗔𝗿𝗲 𝘄𝗲 𝗺𝗲𝗮𝘀𝘂𝗿𝗶𝗻𝗴 𝘄𝗵𝗮𝘁 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗼𝗿 𝗷𝘂𝘀𝘁 𝘄𝗵𝗮𝘁'𝘀 𝗲𝗮𝘀𝘆 𝘁𝗼 𝗰𝗼𝘂𝗻𝘁? Revenue is easy to measure. Trust isn't. But trust drives everything. Measure engagement. Measure workload balance. Measure psychological safety. What gets measured gets prioritized. 𝟯: 𝗛𝗼𝘄 𝘄𝗶𝗹𝗹 𝗮𝗰𝗵𝗶𝗲𝘃𝗶𝗻𝗴 𝘁𝗵𝗶𝘀 𝗴𝗼𝗮𝗹 𝗺𝗮𝗸𝗲 𝘂𝘀 𝘀𝘁𝗿𝗼𝗻𝗴𝗲𝗿 𝗮𝘀 𝗮 𝘁𝗲𝗮𝗺? Sustainable goals don't just move the business forward. They move your people forward, too. That's when strategy meets people-first leadership. What's one goal you're setting this year that prioritizes both results AND well-being? #LeadWithSimmone #SMARTgoals #Teamwork #WorkLifeBalance

Why Your Sales Team Isn't Hitting Targets and HOW TO FIX IT 📊Today many businesses struggle with declining sales performance, and one of my clients - a mid-sized tech firm, faced this very issue. Despite having a talented team, they consistently missed their sales targets, leading to frustration and dwindling morale. They started sales coaching with me, and here's how we started and turned things around. Conducting Diagnosis: Understanding the Core Issues through a sales audit, and after an initial assessment, it became evident that several factors contributed to the poor performance. These are listed broadly as follows: 🚫Lack of Clear Goals: The sales team didn’t have well-defined, achievable targets. They were chasing numbers without a strategic plan. 🌀Inadequate Training: Despite their talent, the team lacked training in the latest sales techniques and tools. There was also an inefficient sales process at play. 🗯Poor Communication: There was a significant disconnect between the sales team and other departments, leading to missed opportunities and misunderstandings. 📌Low Motivation: Constant failure to meet targets had demoralized the team, impacting their productivity and drive. To address these issues, we implemented a comprehensive coaching and facilitation program focusing on well executed strategies: 🎯 Setting SMART Goals - to give the team clear direction and purpose. Fine tuning the sales process also contributed to efficiency. 💪Enhanced Training - on advanced sales techniques, product knowledge, and customer engagement strategies. 🧲Optimizing the Sales Process - by identify the bottlenecks and making necessary adjustments, we ensure that the process is customer-focused and aligns with their buying journey. 🎎Improving Communication - by establishing regular cross-departmental meetings and open communication channels to ensure everyone was on the same page. 👊Motivation and Incentives - by introducing a reward system to recognize and celebrate achievements, boosting morale and encouraging a healthy competitive spirit. Within three months, there was a complete transformation - the team had a high morale and camaraderie. Soon, they not only met but also exceeded their sales targets, achieving a 30% increase in sales. The clear goals, enhanced skills, and improved communication fostered a collaborative and motivated environment. The client’s sales performance skyrocketed, and the once-struggling team became a powerhouse of productivity and success. ✨✨ Need help identifying and fixing the issues in your sales team? Contact me for expert guidance and tailored solutions! 📌https://lnkd.in/dGGM5vCK #sonniasingh #sonniasinghleadershipcoach #salescoaching #salesoptimization #businessresults #SalesPerformance #SalesTargets #TeamMotivation #SalesTraining #SalesProcess #SalesLeadership

Great teams don’t just chase numbers—they chase purpose. In my recent conversation with Andreas Schierenbeck, CEO of Hitachi Energy, for the upcoming book Best Teams, we explored the real power behind goal setting—and why financial metrics alone will never unlock full performance. Andreas shared this insight: “You don’t drive a business to the next level with only hardcore financial targets. You need more than that. You need a vision. You need buy-in much more than just the right numbers.” At Hitachi Energy, Andreas is leading a $6 billion expansion. But what's more striking is his belief that even with targets that massive, it’s the emotional connection—to purpose, to vision, to societal impact—that truly drives people to go the extra mile. Three big takeaways from our conversation: 1.     Numbers don’t motivate—purpose does. People won’t stretch themselves for the sake of profit margins. They will for something they believe in. 2.     Let teams set their own targets. Empowerment breeds ownership. Asking “What does success look like?” gets far better results than handing down a number. 3.     Anchor goals in a higher cause. Whether it’s decarbonisation, innovation, or transformation, connecting your goals to something bigger inspires better performance. Whether you're a team lead or a CEO, ask yourself: Are your goals just measurable… or are they meaningful? #Leadership #GoalSetting #PurposeDriven #HitachiEnergy #BestTeams #OKRs #TeamPerformance #Decarbonisation #VisionDrivenLeadership

It’s company offsite season! After flying coast to coast over the past few weeks facilitating leadership offsites, here are the biggest takeaways I've noticed: The highest-performing teams aren’t waiting for problems to invest in alignment, they’re doubling down before things break. And that’s not just a “nice to have.” Gallup consistently finds that highly engaged teams see 21% higher profitability and significantly lower turnover. Alignment is not fluff. It’s a performance lever. Here’s what my strongest clients are focused on: 1️⃣ Invest before there’s a fire The teams who brought me in weren’t floundering. They were flourishing. They knew ambitious goals require clarity, energy, and trust to sustain them. You can’t sprint a marathon. Momentum comes from recognizing the work and investing in people before burnout shows up. 2️⃣ Start with values, not tactics When I build an Ops Playbook with a team, we start by mapping values in behavior terms. It's not about typographic posters or slogans. It's about how we use values to make decisions. Aligned values reduce friction, and nothing is more expensive to a team than friction. 3️⃣ Connect every role to the bigger picture Whether it’s a team of freelancers or ten-year veterans, the shift is the same - task lists drive completion of to-do lists, whereas outcomes drive ownership. McKinsey research shows employees who understand how their work contributes to company goals are significantly more motivated and productive. The difference between “checking boxes” and “driving outcomes” is context. 4️⃣ Set KPIs tied to controllable inputs Of course revenue and profitability matter, but most team members don’t control revenue directly. With teams I work with, we focus on KPIs tied to what each function actually owns. The inputs that move the needle. Clear, controllable scoreboards create focus and accountability. These sessions are my favorite to lead because it’s the moment everything clicks. The team leader or business owner's vision translates into action and people see their role more clearly. You can literally see the energy shifting in the room. Whether you have two hours or two days, aligning around these four areas is rocket fuel for performance. If you’re planning an offsite this season, don’t just fill the agenda, use it to build the foundation your 2026 goals require.

Involving employees in the OKR (Objectives and Key Results) process is crucial for fostering engagement, ownership, and alignment with organizational goals. Here are some effective strategies: Collaborative Goal Setting: Encourage employees to participate in setting their own OKRs. This collaborative approach ensures that their personal goals align with team and company objectives, fostering a sense of ownership and commitment Training and Support: Provide training sessions to help employees understand the OKR methodology and its benefits. This empowers them to actively engage in the process and set meaningful, achievable goals Regular Check-ins: Schedule regular check-ins to review progress, address challenges, and adjust OKRs as needed. This keeps employees focused and motivated, and ensures that their efforts remain aligned with organizational priorities Transparent Communication: Maintain transparency by sharing OKRs across the organization. When employees can see how their goals connect with those of their colleagues and the company, it promotes a culture of collaboration and accountability Feedback and Recognition: Provide regular feedback on OKR progress and recognize achievements. Celebrating successes and offering constructive feedback helps employees stay engaged and motivated to achieve their goals Link to Development Plans: Integrate OKRs with personal development plans. This helps employees see the connection between their goals and their career growth, making the OKR process more meaningful and relevant to them By involving employees in the OKR process, organizations can create a more engaged, motivated, and high-performing workforce.

Here’s the truth:   A dream without a plan is just a wish.  Big achievements don’t happen by accident—they happen because you set the right goals, and you commit to them.  But not all goals are created equal.   Without clarity, purpose, and a plan, goals can feel overwhelming.  That’s where the right frameworks can transform your process.  --- Here are 6 frameworks to help you achieve any goal you set:  1️⃣ S.M.A.R.T. Goals   Make your goals:   - Specific   - Measurable   - Achievable   - Relevant   - Time-Bound  ➡ Example: “I want to increase sales by 20% in Q1 through better lead conversion strategies.”   Why it works: You know exactly what success looks like and when to celebrate it.  --- 2️⃣ The Golden Circle (Start With Why)   Simon Sinek’s framework is simple but profound:   - Why: What’s the deeper purpose behind your goal?   - How: What steps will make it happen?   - What: What action will you take today?  ➡ Example: “Why do you want to grow your team? To create opportunities for others to lead.”  --- 3️⃣ The Goals Pyramid   Break down goals into manageable levels:   - Ultimate Goal (The big picture)   - Strategy (How you’ll get there)   - Execution (Daily and weekly tasks)   - Resources (Tools and support)  ➡ Example: “Goal: Launch a new product. Strategy: Build a 3-month timeline. Execution: Weekly milestones. Resources: Team and tools.”  --- 4️⃣ BHAG (Big, Hairy, Audacious Goals)   These goals push you to dream bigger than ever:   - Competitive BHAGs: Outperform your rivals.   - Transformative BHAGs: Inspire significant change.   - Internal BHAGs: Challenge your team to grow together.  ➡ Example: “Double our market share in 3 years by becoming the industry’s sustainability leader.”  --- 5️⃣ H.A.R.D. Goals   Set goals that are:   - Heartfelt: What inspires you?   - Animated: Visualize success clearly.   - Required: Make them non-negotiable.   - Difficult: Stretch your limits.  ➡ Example: “Launch a program that impacts 10,000 lives this year.”  --- 6️⃣ W.O.O.P. (Wish, Outcome, Obstacle, Plan)   - Wish: Define a meaningful goal.   - Outcome: Visualize the best result.   - Obstacle: Identify the barriers in your way.   - Plan: Map out your next steps.  ➡ Example: “Wish: Start a new career. Obstacle: Balancing work and learning. Plan: Dedicate evenings to online courses.”  --- 💡 What I’ve Learned:   Goals are your compass. They give you direction, focus, and the power to measure progress.  But frameworks like these are the bridge between setting goals and actually achieving them.  --- The Takeaway:   Dream big—but plan smarter.   Your goals don’t have to feel overwhelming when you break them down into clear, achievable steps.  💬 Which framework resonates with you most?   Let’s share ideas in the comments! 👇  ♻️ Found this helpful? Share it with someone who’s working on their next big goal.   ➡️ Follow for more strategies on leadership, growth, and goal-setting.  

𝗪𝗵𝘆 𝘀𝗼𝗺𝗲 𝗴𝗼𝗮𝗹𝘀 𝗶𝗻𝘀𝗽𝗶𝗿𝗲 𝗲𝗻𝘁𝗶𝗿𝗲 𝘁𝗲𝗮𝗺𝘀 — 𝗮𝗻𝗱 𝗼𝘁𝗵𝗲𝗿𝘀 𝗱𝗶𝘀𝗮𝗽𝗽𝗲𝗮𝗿… Most organizations have no shortage of ambition. Strategies are defined, visions are crafted, and leadership teams are full of good intentions. Yet too often, these visions remain stuck at the top, while teams continue working in “autopilot” mode. The bridge between big picture and real progress is missing. This is where the OKR method makes a real difference. OKR — Objectives and Key Results — connects strategic direction with operational ownership. Leadership sets the “why” and the overarching objectives. But the teams define the measurable key results that bring these objectives to life. This shift changes a lot: 👉People stop feeling like executors and start acting like contributors. 👉Teams take ownership of outcomes — not because they must, but because the goals are theirs. 👉 Check-ins become active support moments, not control meetings. The question is not “Why are you behind?” but “What is blocking us and how can we solve it together?” At Hays Switzerland, we’ve seen this transformation first-hand. When we introduced OKRs, it wasn’t easy — the method had to find its place in our culture. But today, it’s paying off: teams are engaged, alignment is stronger, and progress feels tangible. 𝘖𝘒𝘙 𝘪𝘴 𝘯𝘰𝘵 𝘫𝘶𝘴𝘵 𝘢 𝘵𝘦𝘤𝘩𝘯𝘪𝘲𝘶𝘦 — 𝘪𝘵’𝘴 𝘢 𝘮𝘪𝘯𝘥𝘴𝘦𝘵. A mindset where leadership shows the direction, and teams shape the path.

Most organizations say they want “engaged employees.” But engagement isn’t about personality, enthusiasm, or motivational speeches. It’s a work-system issue. When the system works, people by default innovate, improve ways of doing the work, and feel connected to progress. When the system fails, people get frustrated, confused, angry, or micromanaged, and engagement drops. From years of work, I’ve found five levers that consistently make the difference: 1. A competent manager: someone “big enough” to set context, add value to decisions, and be accountable for the output of others. Without this, underperformance spreads. 2. Contextual goals: not too broad, not too narrow. Goals matched to the person, timeframe, and real work. 3. Objective measures of progress and regress: so people can see their own movement without relying on “the feeling of the manager.” 4. The necessary resources to get the job done: not everything someone desires, but enough to make progress without constant frustration. 5. Sufficient autonomy: self-directed behavior tied to clear expectations, accountability, and support. When all five levers work together, employees do their best work, capability grows, and engagement rises. If even one lever is missing, the system slides into confusion, fear, frustration, or micromanagement. Engagement isn’t a mystery. It’s the result of putting the right people in the right roles, setting the proper context, and building a system where progress is possible. If you want to understand why a team is thriving or struggling, start with these five levers.

Most founders set goals and then wonder why their team doesn't hit them. The problem isn't the goals. It's how you communicate them. 𝗪𝗵𝗮𝘁 𝗺𝗼𝘀𝘁 𝗳𝗼𝘂𝗻𝗱𝗲𝗿𝘀 𝗱𝗼: 'We need to increase revenue by 30% this quarter.' 𝗪𝗵𝗮𝘁 𝘁𝗵𝗲𝗶𝗿 𝘁𝗲𝗮𝗺 𝗵𝗲𝗮𝗿𝘀: 'Work harder and hope for the best.' The goal communication framework that works: 1. 𝗧𝗵𝗲 𝗪𝗵𝗮𝘁 (specific outcome) 'Increase monthly recurring revenue from $50K to $65K by end of Q3.' 2. 𝗧𝗵𝗲 𝗪𝗵𝘆 (business impact) 'This gets us to profitability and reduces our dependence on fundraising.' 3. 𝗧𝗵𝗲 𝗛𝗼𝘄 (strategy) 'Focus on increasing average deal size and reducing churn, not just adding new customers.' 4. 𝗧𝗵𝗲 𝗪𝗵𝗼 (ownership) 'Sarah owns new customer acquisition, Mike owns retention, I own pricing strategy.' 5. 𝗧𝗵𝗲 𝗪𝗵𝗲𝗻 (milestones) 'Month 1: $55K, Month 2: $60K, Month 3: $65K with weekly check-ins.' 6. 𝗧𝗵𝗲 𝗪𝗶𝗻 (success definition) 'We'll know we've succeeded when we can operate for 18 months without raising capital.' 𝗧𝗵𝗲 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝗰𝗲: Vague goals create busy work. Clear goals create focused action. Most goal-setting fails because: - You set the destination but not the route - You assign accountability but not authority - You measure outcomes but not leading indicators - You communicate the what but not the why 𝗧𝗵𝗲 𝘁𝗲𝘀𝘁: Ask any team member to explain your current goals. If they can't articulate the what, why, how, who, when, and win - your communication needs work. Goals without clear communication are just wishes with deadlines. What's one goal you've set that your team might not fully understand how to achieve?