Organizational goals refer to the desired outcomes or achievements an organization aims to accomplish within a specific timeframe. These goals provide direction, purpose, and a roadmap for the organization’s activities and initiatives. They are typically established based on the organization’s vision, mission, and strategic objectives. Organizational goals can vary depending on the nature of the organization and industry; regardless, goals should be specific, measurable, achievable, relevant, and time-bound (SMART). Although these two words are sometimes used interchangeably, they should
be considered linked and supportive, but not interchangeable.
Before we get too far into this discussion, I think setting the background and context for this series is essential. Throughout my career, one of my hobbies was studying organizational design. What makes good organizations run smoothly and accomplish their tasks and missions effectively and efficiently? I have had several opportunities to assess and create organizations from scratch. I thought exploring the tools and processes I used to create or assess organizations might be fun. This series focuses on organizational design and function and may interest two groups of readers. First is the young professional interested in growing as a leader and manager. Second, the executive who might be looking for a quick mental refresh on a subject. Reflecting on my career, I tried to think of things I wish I had known and appreciated more deeply as a young leader and manager. I think it would have benefited me to understand better the interconnected nature and impact of essential foundational organizational elements. In a manner of speaking, this series could be thought of as a letter to my younger self. I would also like to acknowledge a couple of key points. First, although there are commonalities across all industries, there are also differences. Second, in my opinion, the size, e.g., the number of people in the organization, and working conditions, e.g., in-person, remote, etc., make some of the points raised in this series more or less applicable, e.g., an organization with 20 employees may not find a vision statement as impactful as a 2000-employee organization. All of that is to say that some topics discussed in this series may not be as relevant in some industries or organizations. Although the points discussed in this series have helped me throughout my career, they may not be as relevant in all situations. Hopefully, some of the points raised will help you too.
An objective is a midway point or benchmark on the path toward the goal. When taken together, there could be several objectives on the path to achieving a goal and several goals on the path to achieving a mission. Organizational goals and objectives can fall into any number of categories, e.g., strategic, financial, operational, customer, employee, social, etc. However, goals or objectives should be tied back to the vision, mission, and strategy using the golden threads we discussed in article three.
Creating specific and clear goals and objectives helps leadership teams create clear, actionable plans. Goals should include details such as what should be accomplished, why it is important, and who is involved.
A measurable goal allows you to track your progress. Sometimes, establishing the measurements is the most challenging part of goal creation. A good place to begin is the basics, e.g., how much, how many, etc.
Goals should be realistic and achievable, taking into consideration available resources and constraints.
Relevant goals are essential to keeping an organization focused on its vision and mission. Goals not in alignment with the mission risk steering the organization away from its mission.
Every goal needs to be time-bound with a target date. Targets help keep organizations focused and moving forward. Target dates should include consideration of resourcing and any constraints.
Anytime I developed goals and objectives, I tried to keep a couple of things in mind. First, are the goals and objectives tied to the mission or strategy? Second, if any of these goals or objectives are achieved, will it create additional resources? I knew I was on the right path if I could answer yes to both of these questions.
“Nothing in the world is worth having or worth doing unless it means effort, pain, difficulty… I have never in my life envied a human being who led an easy life. I have envied a great many people who led difficult lives and led them well.” – Theodore Roosevelt
Please feel free to share your own experiences in the comment box below.
Your shared thoughts may help someone else going through a similar experience. Thank you.
Readiness Review Checklist
- Are the organizational goals and objectives linked to the mission or strategy? Goals and objectives are only worthwhile when they move you in the direction you want or need to go.
- Are the goals specific and clear? Goals must be specific enough to be able to hold an organization accountable.
- Are the goals measurable? Measurable goals enable an organization to adjust its operations, systems, processes, etc.
- Are the goals achievable? Ensuring goals are achievable enables the organization to assess itself more accurately.
- Are the goals relevant? A misalignment of the goals risks driving the organization in the wrong direction.
- Is the goal time-bound? Target dates enable an organization to assess itself more accurately.
Good Luck and Stay Ready, My Friends.
Useful Resources:
RuReady Resources:
Amazon Books:
- SMART Objective Setting for Managers: A Roadmap, by Irial O’Farrell. This is a great book for managers who want to explore all facets of goal setting.
YouTube Resources:
- OKRs | The Most Effective Way to Set the Right Goals, Vihan Chelliah. This is a great video exploring Objectives and Key Results (OKRs).
Disclaimer: The information provided in this document is informational only and does not constitute professional advice or recommendation.