Defining objectives, performance indicators and an action plan

The selection of performance indicators that will serve as a “dashboard” to ensure that we are moving in the right direction at all times, and be indicators of potential deviation, is another important step that in itself presents many challenges: what are the “right” performance indicators? How many indicators do we need on our dashboard? How often do we need to review our indicators? How do we decline, translate strategic performance indicators into indicators that make sense for the field teams?

How do we select the indicators that will generate the “right behaviors”? What is the culture to be created so that the organization does not become a “watermelon”: the dashboard tells us that everything is going well (indicators in green) while we are facing many problems or risks (the inside of the organization is actually quite “red”)? Identifying and selecting the indicators that will induce the right behaviors and signals in relation to the objectives is a key step.

Defining objectives and performance indicators are of no added value if we don’t then come up with a clear, well-organized action plan, with a definition of roles and responsibilities, a time-bound plan, with an adequate rhythm (ambitious and attainable plan) and which gives meaning to the path we have decided to trace. Taking the time to create this schedule, validate it with stakeholders, adjust it and also define the governance for its follow-up are steps that will then ensure a more linear “execution”.

Very often, the planning stage tends to be forgotten or neglected, under the pretext of urgency. However, the entire alignment of the teams and the organization is often played out at this pivotal stage.

Three key phases, three important phases, three challenging phases in the life of a team leader.

Three phases that will generally be repeated at least once a year, since organizations generally define objectives at the beginning of the year and review them at the end of the year (through processes generally grouped under the terminology “annual objectives and development plan”).

It is therefore important, as a leader, to take the time to sit down and try to understand the strategic objectives and the vision of the organization.

Armed with this understanding, the leader will be able, with his team, to work on the operational deployment (and key indicators) which, even if it gives a first impression of “wasting time”, will be one of the gas pedals for alignment, implementation and the achievement of results.