Have you ever written goals like these?
- Lose 10 lbs.
- 5 million in sales
- 20 new clients
- 90% customer satisfaction
Would it surprise you to know that these are not goals at all, but rather, are metrics? (I can hear your collective gasp.) Let me explain.
Losing 10 lbs. is not a goal because it does not include an action step. It does not tell you what you will do to lose 10 lbs. Will you eat less? Exercise more? Both?
Likewise, 5 million in sales is not a goal either. How will you achieve $5 million in sales? What specific actions will you take to reach the metric of $5 million in sales? Build relationships? Reduce prices? These are two vastly different approaches, neither of which are described in the simple phrase “5 million in sales.”
To bring a vision to life in a strategic plan – to take it beyond a daydream – you must take action. In fact, let’s ditch the word goal altogether and substitute the word action instead. When individuals think of the word goal, they usually think of the outdated SMART formula (Specific, Measurable, Actionable, Results-Oriented and Time Sensitive). While it is critically important to be specific about action steps, including measurement, results and a timeline in the goal statement confuses the purpose between actions and metrics.
Action steps tell you what to do. Metrics are an indicator of how well you are performing. Actions and metrics are interrelated, but they are not the same thing. The word action naturally separates itself from the idea of measurement, or metrics. It is, of course, important to measure progress, but not until you have clearly defined what actions you are going to take to realize your vision.
As you imagine your vision for the year, think concretely about the specific actions you and your team will need to take to make that vision reality. What are you and your team currently doing that supports the vision? What new actions do you need to take to realize the vision?
Vision and action are a team empowering, results-generating dynamic duo. When used properly, you can avoid both the daydream (inaction) and nightmare (wrong action) states of strategic planning.