The Metiss Group's Blog

Psychologists who specialize in goal-setting theory advocate setting sub-goals that are of moderate difficulty in pursuit of much larger goals.  Setting smaller goals helps build confidence and creates success, momentum, and motivation towards achieving the ultimate goal.

As you layout your 2011 goals break them down into smaller sub-goals.  Remember to keep the sub-goals measurable and time-based.  For example, if your goal for 2011 is to read 10 business books, your first sub-goal might be “read 25 pages by January 15th.”  If your 2011 goal is to hire five new sales associates, your sub-goal might be “define the ideal sales associate profile by March 1st.”

Effective annual goals should be difficult and meaningful.  The best way to achieve those goals is by mapping out the smaller sub-goals, accomplishing them, and celebrating the success.

Empower your team to breakdown their goals into sub-goals for a successful 2011.

2.9013 to 1 — that’s the ratio of positive comments/experiences/expressions for every one negative exposure to make a team successful.  This data is based on an extensive mathematical model by psychologist Marcial Losada.  You need more than a 3 to 1 ratio to create a positive atmosphere, and according to other research, a 6 to 1 ratio for teams to produce their best work.

What is your positive to negative interaction ratio for each of your direct reports?  The positive interactions can be quite simple.  A “great job” comment, a quick “thank you” email, a smile when passing by, or a “good morning” welcome all add to your positive interaction tally.

Leaders spend countless dollars on performance training and incentives but simple, genuine positive interactions will do more to increase success than any other influence.  Empower yourself to deliver at least 3 positive interactions for every one negative, and you’ll increase your leadership effectiveness for success.

Most leaders do a good job defining their direct report’s job responsibilities using either a job accountability matrix or a tradition job description.  This definition is most often done when the job is created or through an HR initiative.

Most jobs are dynamic and continue to evolve as the organization grows.  If you have an effective direct report, additional responsibilities are regularly added to their job.  At some point the job may become “too big.”

We recommend reviewing your direct report’s job responsibilities regularly and eliminating obsolete responsibilities and clarifying new ones.  Otherwise you may find your direct report sucked into spending time on activities that are no longer adding value to the position and not focusing on those new tasks that have become important.

Empower your direct reports to review their job responsibilities and you’ll both be more successful.

It’s well into November and time to have discussions about your direct reports’ development plans.  Even if you have been doing quarterly updates, this is the perfect time to check in to see how close they are to achieving their 2010 development plans.

Everyone wants to feel successful relative to their personal development and growth.  If it looks like a direct report may come up short on their development goals, see if there are some short term wins that could be achieved before the end of the year even if the ultimate goal is not accomplished.  You may also want to consider allowing some extra time or resources to allow the direct report to achieve success.

Imagine how a direct report will go to the wall for you when you’ve made an extra effort in helping them achieve a personal goal.

Empower the success of your direct reports by removing obstacles or deploying resources relative to their development goals.

We’re approaching the time of year when the holidays come fast and furiously.  Your direct report may have family members coming to visit, or they may be traveling out of town for the holidays. College students may be re-entering the home.  Parties may be hosted, homes decorated, and baking prepared.  Of course everyone faces shopping, wrapping, and sending of cards with varying degrees of interest.

The very things that may bring one direct report happiness and excitement may bring another stress or depression.  One-on-ones are designed to be about the employee and their success.  Simply asking about what they have planned for the holidays may give you an idea if they are anticipating the time with trepidation or excitement.  That knowledge may play heavily into your delegation plans, milestones on projects, or resources deployed to projects at hand.

Empower your employees by delegating and supporting their workload based on all of their commitments.

The left and right hemispheres of our brain provide different functions.  Our left brain focuses on tactical or analytical activities while our right brain is used for strategic or creative activities.  We function best when we focus our attention on one of the brain specialities at a time.  In fact, many leaders structure their meetings so as to deal with tactical and strategic thinking in different sessions; however there are times when employing both aspects are critical to the success of a given effort.

Challenge yourself and empower your direct reports to include both tactical and strategic components in their job definitions for short term and long term success.

In his book “The Shallows: What The Internet Is Doing To Our Brains”, Nicholas Carr argues that our reliance on the internet is changing how our brains operate.  As we become more reliant on the internet, and electronics in general, our brains are required to do less memorization and deep reading.  With facts and data being just a few keystrokes away, why tax our brains with memorization?  Why read a complete article or book, when with a few clicks several summaries and reviews give us what we need to know?