October / November is a good time to review and refresh of goals and objectives. Reviews are (mostly) done, the end of year is approaching and there could be some space for partners and teams to do some planning.
This can be easier said than done. While everyone agrees objectives are important often there’s no clear agreement on
These are big weighty issues and the answers will vary by organisation. In our September Best Practice Group session we dipped into The Partner Remuneration Handbook to shed some light on question 1 - "What does a good objective look like?"
There are hundreds of objective setting frameworks and each have their own pros and cons. We like ones that are simple to understand, relevant to your business and reflect the priorities of your organisation. What is the purpose of an objective at your organisation?
Some of the most common frameworks are:
SMART is probably is most common, but we feel it’s too granular and doesn’t capture important collaborative aspects of goals. Some also argue that focusing on “Achievable” and “Realistic” encourages simple and safe goals.
However none of the common frameworks really champion collaboration and personal meaning. Which is why we’ve come up with our own.
Performance Leader have devised our own framework, AIMS, which stands for
In discussion with our BPG community, clients liked the simplicity of AIMS and the emphasis on meaning and sharing. They felt this was clearly missing from most objective setting frameworks and was an important aspect of why objectives were important to them - objectives were not about managing tasks, but really a means to inspire meaningful work and encourage impactful collaboration.
The three clear differentiators of AIMS
Some other questions about objectives / goals:
The framework is just one part of a successful objective setting culture, but it’s an important first step. It affords consistent shape and language with which you can articulate and share goals. Once people are comfortable setting and sharing goals, as a firm you can work through the process of balancing, supporting and assessing them.