| "Gaining a Management Perspective, Part 1" | | | | path to obtaining this info is directly from your |
| addressed the need for the new manager to | | | | manager. If you find a look of surprise on his or |
| take a high-level view; a perspective about what | | | | her face, you're likely in a company that either |
| your company does from the vantage point of a | | | | hasn't set clear objectives or keeps them hidden |
| hilltop instead of from the forest floor. This article | | | | in the board room. Not productive but welcome |
| addresses another key element to understanding | | | | to the real world. |
| the big picture: the measurable objectives that the | | | | If you're lucky enough to have learned what the |
| business has established to gauge its success. | | | | corporate objectives are, take the initiative to |
| So what are company objectives? Think of them | | | | extrapolate what your team's objectives should |
| as goals that can be measured. For example: | | | | be. For example, if you're in a product |
| - Increase repeat customer orders by 25% by | | | | manufacturing company and you manage the |
| end of second quarter '09 | | | | plant floor, once you understand the nature of the |
| - Reduce client complaints by 90% by end of first | | | | client complaints, your role in reducing them may |
| quarter '09 | | | | be to reduce assembly errors or increase speed |
| - Increase net profit by 10% by end of 2010 | | | | of assembly or improve part quality to achieve |
| - Reduce waste by12% by end of second quarter | | | | enhanced longevity. If you manage a service, you |
| '09 | | | | may need to reduce wait times. Ask yourself: |
| Note that each objective is highly specific and | | | | "What contributes to customer complaints that |
| includes a target date. Both of these elements | | | | my team handles?" That may dictate the |
| add clarity and discipline to the analysis of the | | | | measurable objectives you set for your team. |
| business' performance. You may have already | | | | Once you've got agreement from your boss that |
| heard one of many management mantras, "What | | | | these are the right measurements, you'll be far |
| gets measured gets done." If the business you | | | | more directed in how to guide your team to |
| work for has its act together, leadership has | | | | achieve the group goals. An added benefit: both |
| established a handful of critical objectives that are | | | | you and your manager will be able to gauge your |
| targeted to be achieved over a specified period | | | | success in an objective manner. |
| of time. As a new manager, knowing these helps | | | | Tip: Keep your Team in the Loop |
| you figure out what your team should be doing to | | | | Once you've established goals for your group, |
| support attaining those objectives. | | | | don't keep it a secret. Explaining the big picture to |
| This information is not typically posted on the | | | | your team gets their buy-in and cooperation plus |
| corporate website. It may be known by your | | | | establishes your respect for their intelligence. It will |
| manager or that person's manager depending on | | | | also encourage them to think outside of their |
| the size of the company. If you can learn what | | | | individual roles in the company and contribute |
| the corporate objectives are, you can figure out | | | | from a "hilltop" mentality. They too can climb |
| how your group contributes to those goals and | | | | above the forest floor for perspective and in the |
| shape measurable goals for your team that align | | | | end bring that perspective to the team. |
| and contribute to the larger objectives. The best | | | | |