1.5 - About University

➋➌➍➎Key Result Areas (KRAs)This list of phrases describes the key areas in which the person or workgroup needs toproduce results: “What overall results are you expected to produce within your role area?”ObjectivesThese are specific result- or achievement-oriented statements. They clearly describe, asquantitatively as possible, what the person or workgroup will achieve within a periodof time. (For more information on writing goal statements, see ☛ 2.7 Goal Statements).Indicators or Measures for Each ObjectiveIf objectives were not clearly and quantitatively measurable (e.g., “increased employeesatisfaction”), a leader would list agreed-to indicators of success.Action PlansThe plans listed critical actions a person would take to achieve objectives.H OW TO USE THIS LEADERSHIP TOOL“The design of the ideal business sets the direction. It also makes it possible to set targets—for efforts as well as results.”—Peter Drucker, MANAGING FOR RESULTSMost leaders and organizations fine-tune or redesign the MBO process to suit their organizationalcontext. For example:• Role statements are replaced by personal or workgroup mission statements.• Since modern organizations are complex and knowledge-work is highly interdependent,key stakeholders or support networks are identified in individual work plans.• Rewards and consequences are identified for meeting and not meeting objectives.• The process is often renamed (e.g., Management of Results) to reflect a results orientation.One reason MBO waned as a common management practice was that large binders of MBOagreements were generated with considerable effort. People thought that if a little goal settingwas valuable, then more would be even better. The result was that the MBO process became amassive paper chase, and became bogged down under its own weight. Remember, when itcomes to setting goals, less is often more. That is, fewer goals provide better focus and are moreactionable than many goals. Thus, setting fewer goals often leads to a better results. [☛ 1.10The GAS Model]MBO is a recursive process. As such, ask yourself, “What is my goal for the goal-setting process?”Design a process that will be congruent with the results you expect! [☛ 1.8 RecursiveLeadership]WEB WORKSHEETSteps for introducing an MBO-type process into your workgroup or team:SECTION 13 TOOLS FOR LEADING PERFORMANCE 403