GOAL SETTING - Blanchard International · and the Founding Associates of The Ken Blanchard Companies ... Maria Hernandez Case Study ... goal setting—and there are many—not the

GOAL SETTING

Facil itation Instructions

Susan Fowler

Drea Zigarmi

Ken Blanchard

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www.kenblanchard.com

GOAL SETTING FAcILITATION INSTRUcTIONS

Item # 18014 V033012

AuthorsSusan Fowler Drea Zigarmi Ken Blanchard

Ken Blanchard first developed Situational Leadership® with Paul Hersey in the late 1960s. In 1985, Blanchard and the Founding Associates of The Ken Blanchard Companies®—Marjorie Blanchard, Don Carew, Eunice Parisi-Carew, Fred Finch, Laurence Hawkins, Drea Zigarmi, and Patricia Zigarmi—created a new generation of the theory called Situational Leadership® II. The leadership model used in this product is based on the Founding Associates’ second generation thinking and research, and is used with their permission.

Situational Leadership® is a registered trademark of Leadership Studies, Inc.

© Copyright 2012 by The Ken Blanchard Companies. All rights reserved. Do not duplicate.

These materials have been designed to develop specific knowledge and skills and have been thoroughly tested to ensure their effectiveness. They represent the proprietary intellectual property of The Ken Blanchard Companies® and are protected under international copyright law. These materials may not be reproduced in whole or in part in any form without the prior written permission of The Ken Blanchard Companies.

The Ken Blanchard Companies strives to conserve natural resources by minimizing consumption of resources and energy, reducing emissions, and increasing awareness so that future generations will inherit a healthy, sustainable planet.

Environmental Statement

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GOAL SETTING FACILITATION INSTRUCTIONS

© 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 18014 • V033012 iii

Table of contents

Preface..............................................................................................................v

PreparationTraining Preparation .........................................................................................1Goal Setting Materials ......................................................................................2Tools for Success ...............................................................................................3Goal Setting Training Design .............................................................................5Goal Setting Visual Aids Overview ....................................................................9Goal Setting PowerPoint® Slides ......................................................................10Goal Setting Flip Charts ..................................................................................16

ActivitiesActivity 1: Session Lead-In ................................................................................1Activity 2: Welcome and Introductions .............................................................3Activity 3: Obstacles and Benefits .....................................................................5Activity 4: Learning Objectives .........................................................................9Activity 5: KRA, Goal, and Task Statement Sort—Part 1 .................................13Activity 6: KRA, Goal, and Task Statement Sort—Part 2 .................................17Activity 7: Maria Hernandez Case Study .........................................................21Activity 8: SMART Goals ................................................................................29Activity 9: In Your Own Words .......................................................................45Activity 10: SMART Goal Skill Practice ............................................................47Activity 11: Action Planning ............................................................................53Activity 12: Closing .........................................................................................55


© 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 18014 • V033012 v

Preface

As a facilitator of this half-day session, your role is two-fold. Clearly, you are tasked to improve the goal setting competence of managers and self-leaders. But, perhaps even more importantly, your job includes building their commitment to goal setting.

Think about this: Goal setting unleashes the hope of opportunity and the power of action. So, why is it that the people in your organization aren’t more excited about setting goals? In this workshop, participants are asked to consider the obstacles to goal setting—and there are many—not the least of which is that most people do not know how to set meaningful, effective goals. You will also ask participants to consider the benefits of goal setting—and there are many. When you teach participants the skill of goal setting, you go a long way to helping them embrace the practice, but the way you teach the skill is what will help participants recognize and appreciate how the benefits of goal setting outweigh the obstacles.

A few insights we hope are helpful …

• Realize that goal setting is an iterative process—not an exact science. When the process is followed, more positive outcomes will result. In this workshop, the process includes writing a goal statement and validating it using the SMART criteria.

• SMART goals have been around for a long time. There’s a good chance your organization uses the acronym. Note that we have changed the standard elements: The S is Specific and measurable; the M stands for Motivating. This new take on SMART allows you to use your version of SMART and enhance it with the latest research regarding motivation and goal setting. Setting goals that can sustain motivation over time is one of the most critical new developments for improving goal achievement, productivity, and performance. Study the work done by Edward Deci and Richard Ryan for a deeper understanding and appreciation for the role motivation plays in goal setting.

• Set goals. Be a goal setter. Understand the mechanics of goal setting. Embrace the process for yourself. Teach from first-hand knowledge.

FACILITATION INSTRUCTIONS GOAL SETTING

vi © 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 18014 • V033012

Preface

• Use the examples we have provided in the facilitator instructions and PowerPoint® to teach the goal setting process. Using metaphors for learning is the best way to learn a process—it focuses participants on the process itself, rather than getting hung up or stuck on the content of the case study or example. The shift from learning through metaphors to application in reality takes place during the lab where participants practice the process and are asked to write their own goal statements. Here it could prove helpful to prepare prototypical goal examples that are relevant to them and their organization.

• This half-day session can be built into a full day where participants take the time to write the goals for their performance review plans.

If you think teaching goal setting might be boring, grueling, and/or painful—you need to trust us. Teaching people how to capture their dreams and craft them into reality is stimulating and rewarding. When you teach leaders how to do that with their direct reports, you are beginning to create a legacy of motivated and productive employees. It doesn’t get much better than that!

Susan Fowler Drea Zigarmi

Ken Blanchard


© 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 18014 • V033012 PrePArAtion 5

Goal Setting Training Design

ACTIVITY TITLE MINUTES SCHEDULE

1 Session Lead-In 15

2 Welcome and Introductions 5

3 Obstacles and Benefits 10

4 Learning Objectives 5

5 KRA, Goal, and Task Statement Sort—Part 1 20

6 KRA, Goal, and Task Statement Sort—Part 2 15

7 Maria Hernandez Case Study 20

Break 10

8 SMART Goals 60

9 In Your Own Words 10

Break 10

10 SMART Goal Skill Practice 65

11 Action Planning 14

12 Closing 11

totAl trAining tiMe 4 hourS 30 MinuteS (incluDeS BreAkS)


6 PrePArAtion © 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 18014 • V033012

ACTIVITY DESCRIPTION MINUTES SCHEDULE*

1 Session lead-in Ask participants to identify goals that are 8:15 a.m.–8:30 a.m. relevant to them for use during the session. 15 12:45 p.m.–1:00 p.m.

2 Welcome and introductions 8:30 a.m.–8:35 a.m. Welcome and conduct participant introductions. 5 1:00 p.m.–1:05 p.m.

3 obstacles and Benefits Ask participants to discuss their thoughts about possible obstacles and challenges to goal setting. Next, discuss the benefits to goal setting. Share 8:35 a.m.–8:45 a.m. the “rubber band” analogy. 10 1:05 p.m.–1:15 p.m.

4 learning objectives Review purpose of the workshop and present learning outcomes. Present workshop norms. Review logistics. Introduce Ideas, Insights, 8:45 a.m.–8:50 a.m. and Intentions. 5 1:15 p.m.–1:20 p.m.

5 krA, goal, and task Statement Sort—Part 1 Introduce and define KRA, Goal, and Task Statements. Introduce the game plan. Ask partners to sort 20 statements into either KRA, 8:50 a.m.–9:10 a.m. Goal, or Task categories. 20 1:20 p.m.–1:40 p.m.

6 krA, goal, and task Statement Sort—Part 2 Ask participants to deepen their learning by once again sorting the 20 statements into four topic groups—Production, Health, Sales, and Training. Reinforce the importance of knowing 9:10 a.m.–9:25 a.m. the differences between KRA, goal, and task. 15 1:40 p.m.–1:55 p.m.

7 Maria hernandez case Study Introduce the case study that uses baseball as the subject. Present the case study resources. Ask partners to write an Achieve • Outcome • When goal statement for Maria. Ask pairs to share 9:25 a.m.–9:45 a.m. statements with the large group. 20 1:55 p.m.–2:15 p.m.

9:45 a.m.–9:55 a.m. Break 10 2:15 p.m.–2:25 p.m.


* Two schedules are given: one is for a morning workshop, and the other is for an afternoon workshop.


© 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 18014 • V033012 PrePArAtion 7

ACTIVITY DESCRIPTION MINUTES SCHEDULE

8 SMArt goals Present the five fundamentals of SMART goal setting. Introduce SMART Questions cards. Conduct five skill practice rounds to allow partners to answer SMART Questions 9:55 a.m.–10:55 a.m. and revise their goal statement for Maria. 60 2:25 p.m.–3:25 p.m.

9 in Your own Words Ask participants to stand up and share with a partner their key learning from the previous activities. Conduct three rounds of sharing, asking participants to repeat each 10:55 a.m.–11:05 a.m. person’s key point with each round. 10 3:25 p.m.–3:35 p.m.

11:05 a.m.–11:15 a.m. Break 10 3:35 p.m.–3:45 p.m.

10 SMArt goal Skill Practice Ask participants to identify a KRA relevant to them. Ask them to write the KRA in the form of an Achieve • Outcome • When goal statement. Have partners provide guidance to each other to revise their KRA statement using the SMART Questions cards. Ask participants to use the SLII® Leadership Styles 3 and 2 with their partner. Review the leadership styles if necessary. Review extra credit from partners who write 11:15 a.m.–12:20 p.m. Performs Activity • How task statements. 65 3:45 p.m.–4:50 p.m.

11 Action Planning Ask participants to create an action plan that identifies what ideas or behaviors they will commit to using in the next two weeks. Conduct 12:20 p.m.–12:34 p.m. sharing of action plans with table groups. 14 4:50 p.m.–5:04 p.m.

12 closing Ask participants to reflect on and record their key learnings from the session. Ask for volunteers to share key insights. Summarize and close the 12:34 p.m.–12:45 p.m. session. 11 5:04 p.m.–5:15 p.m.



© 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 18014 • V033012 ActiVitieS 1

Activity 1

Session Lead-In

1. Conduct Session Lead-In large group 15 min.

■ Display visual aid 1—Goal Setting Challenge.

■ Greet participants as they enter the room and direct them to sit at a table.

Refer to workbook page 1—Goal Setting Challenge.

■ Ask participants to complete the tasks listed on the visual aid before the workshop begins.

P u r P o S e ♦ ♦ ♦

Participants identify goals that are meaningful to them as a way to reinforce the workshop’s relevance.

15 minutes



Activity 2

Welcome and Introductions

P u r P o S e ♦ ♦ ♦

Participants are welcomed and engage in a discussion as a way of creating an active and participative environment from the beginning.

1. Introduce Workshop large group 1 min.

■ Display visual aid 2—Welcome.

■ Welcome participants to Goal Setting.

■ Introduce yourself.

■ Give this direction …

Welcome to the Goal Setting workshop. I am going to ask you a series of questions and, as I ask each question, please raise your hand if the answer is “yes.”

■ Ask these questions …

Do you have a current personal or professional goal that is demotivating or getting you down just thinking about it?

Do you have a personal or professional goal you want to achieve over the next six months?

Do you manage or supervise someone who has a goal that is demotivating or getting them down?

Do you manage or supervise someone who has a personal or professional goal they want to achieve over the next six months?

Do you need a goal?

Do you manage someone who needs a goal?

5 minutes


4 ActiVitieS © 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 18014 • V033012

Activity 2: Welcome and Introductions

■ Make these remarks …

The reason I asked you these questions is because most of us either have or need a goal, or manage people who have or need goals. Goals are a reality and a necessity of organizational life.

Yet, as common as goal setting is—or should be—most of us can do a much better job of bringing meaning to the process. That is why we are here today—to learn how to be more effective at goal setting and to bring meaning to the process.

2. Set Up Introductions Activity large group 1 min.


I’d like you to take a few minutes to become better acquainted with the others at your table. Introduce yourself and share with your table group either a current goal you have identified as being challenging or demotivating to you or a goal that you would like to achieve in the next six months.

3. Conduct Introductions Activity small groups 3 min.



Activity 3

Obstacles and Benefits

P u r P o S e ♦ ♦ ♦

Participants discuss the obstacles and benefits of goal setting as a way to shift their potentially unenthusiastic feelings about goal setting by first acknowledging their challenges and negative opinions, and then by highlighting potential benefits.

1. Set Up Obstacles Discussion large group 1 min.

■ Display visual aid 3—Consider This … What is the problem with goal setting?


Why don’t most leaders set effective goals? Why do people find goal setting so difficult? What are some of the obstacles to effective goal setting?

Refer to workbook page 2—Consider This ….


Take a minute to record your responses to these questions in your workbook on page 2.

2. Conduct Obstacles Discussion large group 3 min.

■ Allow a minute for participants to record their answers.

■ Ask this question …

What obstacles did you identify?

10 minutes

P r e P A r A t i o n ■ ■ ■

Have a rubber band available to use in step 4.

r e f e r e n c e • • •

Visual aid 3 is a four-part build. Click to reveal each of the bulleted questions.



Activity 3: Obstacles and Benefits

■ Elicit responses, such as …

• Not enough time

• Objectives from management are unclear

• Don’t have enough information to set goals

• Don’t want to run the nonprofit like a business

• Waste of time

• Don’t know how

• Don’t see the value in it

• Constant changes make goals irrelevant


The list of reasons not to set goals is a good, long list. No wonder people prefer not to set goals—especially in the workplace where they may seem like a waste of time or an opportunity for highlighting failures.

3. Set Up Benefits Discussion large group 1 min.

■ Display visual aid 4—Consider This … What are the benefits of goal setting?

r e f e r e n c e • • •

Visual aid 4 is a two-part build. Click to reveal the subcategories.





Why bother to set goals? What are the benefits of goal setting from the perspective of the individual, the leader, and the organization?

Refer again to workbook page 2—Consider This ….


Take a minute to record your responses in your workbook.

4. Conduct Benefits Discussion large group 4 min.

■ Allow a minute for participants to record their answers.

■ Ask this question …

What did you come up with for the benefits of goal setting?

■ Elicit responses, such as …

• A goal gives you a place to start

• Without a goal, there is little hope for positive action

• Objectives put your time into perspective—you know what is important and what isn’t

• Goals help you assert your intentions when others are demanding a piece of your time

■ Reinforce these ideas …

Another important reason for setting goals is that goal setting sets up creative or dynamic tension that spurs you or others into action. Here is an example: As I stretch this rubber band, imagine the end of my left hand represents my current reality and the end in my right hand represents the outcome I want—the end result of achieving my goal. Simply by setting a goal, I create a dynamic tension.

r e f e r e n c e • • •

Use a rubber band to provide this example. If you don’t have one, you can use an imaginary rubber band to simulate the demonstration.





These are excellent reasons to set goals—especially the notion that if you are managing others you need to begin the development and coaching process by agreeing on goals and expectations.

Whether the tension is in this rubber band, or in my life as a goal, what does nature want to do with that tension? Release it. To release the tension in this rubber band, I have two choices. I can let go of my goal—by releasing the end from my right hand. That can hurt! What may hurt even more is that by releasing the goal, I have not changed my current reality. I am stuck where I started.

The other choice I have is to follow what has been called the path of least resistance. Notice as I move my left hand closer to my right, that I am releasing the tension. But, unlike the first scenario, I have moved closer to my goal and dramatically changed my current reality.

If you are looking to create or control changes in your life, set a goal and follow the path of least resistance. As a manager, being an effective goal setter is a huge step toward more motivated and passionate employees.

5. Summarize Activity large group 1 min.

■ Make these points …

Although the list of potential benefits may not be as long as the list of potential obstacles, we hope you recognize that the positives of goal setting are so powerful that they outweigh the negatives. If that is not apparent yet, we hope to make the case for setting goals by the end of the session.

r e f e r e n c e • • •

If participants are familiar with the Situational Leadership® II or Needs Models, reinforce that it is difficult, if not impossible, to diagnose an individual’s development level without a clear goal. A good diagnosis demands a good goal.

Documents

GOAL SETTING - Blanchard International · and the Founding Associates of The Ken Blanchard Companies ... Maria Hernandez Case Study ... goal setting—and there are many—not the