DE|EN
LWC: With energy into the new year

With energy into the new year

Motivated and focussed through annual targets

Estimated reading time: 6 minutes
Questions at the beginning of the year

At the beginning of the year, many teams and companies ask themselves what they want to achieve in the new year and what they want to prioritise. The turn of the year is an ideal time to define new goals and take a fresh look at projects, structures and collaboration.

Regardless of the level - whether individual, team or company level - the formulation of objectives supports a structured approach.

Contact us!

New year - new goals

The format of private New Year's resolutions can also be transferred to companies. However, just as in the individual environment, successful fulfilment of resolutions depends on sustainable implementation and the perceived (added) value behind the resolutions. Resolutions are only kept if they are perceived as meaningful and relevant, can be integrated into everyday life and are pursued in the long term.

If this is transferred to the organisational context, it means that teams, departments and companies should consciously take the time to define annual goals that are supported and understood by everyone.

A clear and shared objective is an elementary component of successful collaboration, as it provides orientation and focuses on a common goal.

An inspiring vision that is supported by the participants motivates and offers support, orientation and a sense of togetherness. If we are commissioned to moderate a goal development process, we usually follow five steps to enable our clients to develop tangible and motivating goals.

These steps are

Joint alignment

Once the group of participants has been defined, it is necessary to synchronise expectations and ensure that all participants expect the same from the objectives. The understanding of how the objectives should be implemented and used is synchronised. It is often at this stage that conflicting expectations become apparent that could prevent goals from being achieved.

Before the objectives are defined, it is also important to identify existing framework conditions and take a refreshing look at existing content such as the corporate vision, understanding of values or 5-year strategy.

A look into the future

In the second step, goals are defined using creativity methods that stimulate the generation of ideas and enable a change of perspective. This involves thinking directly from a future perspective, which is supported by systemic questions, among other things. Where will we be in a year's time and how will we recognise that we have arrived?

We examine what we want to achieve, what challenges lie ahead and how we can respond to them. To concretise the target picture, it helps to examine the effects: What exactly will be different, for example in our actions, in our portfolio, in how we see ourselves, in how we are perceived by others or in how we communicate?

Specification of the approach

As soon as the goals have been defined, they are once again compared with existing content such as the corporate vision, the understanding of values or a 5-year strategy.

The newly defined goals are then concretised, broken down into sub-steps and thus made more tangible. For example, milestones (or sub-goals) help to make progress visible and reduce the paralysing effect of large goals.

As with private resolutions, goals are easier to keep if they are formulated in concrete terms and it is clear which steps need to be taken to achieve the goal. This helps everyone involved to perceive the goals as a direct challenge rather than as distant visions.

Working together

Goals contribute to team development and the development of a team in turn contributes to the achievement of goals. For this reason, the topic of collaboration should always be part of goal development and team or organisational alignment. The set-up of a team or organisation is decisive for whether goals can be pursued and achieved together.

Finalisation and commitment

Sustainable goals have clear responsibilities and enable identification. Fixed dates at which progress towards the goals is discussed enable continuity and remind people of the jointly defined goals. Communication must also be organised: Who is informed about the goals and progress and how? By whom? How do we visualise progress?

It should also be discussed how to deal with possible, necessary target adjustments or changes of direction. When and how can this need be placed? Finally, a commitment is obtained from all participants that these goals will be pursued together in the new year.

in 5 steps into the new year
A relapse strategy must also be considered and established when setting goals, particularly those that have a behavioural effect
Sonja Neubauer
Definition of goals

With vision ahead

When the achievement of a goal requires a new approach or attitude, there are often relapses into familiar patterns and structures. In order to avoid this, it is helpful to examine the impact that achieving the goal will have on the behavioural level of the employees directly when defining the goals. The following questions can help to identify the effects:

  • What do we need to change in our thoughts, feelings or actions in order to achieve ‘goal’?
  • Once we have achieved the ‘goal’, what will be different in our thoughts, feelings or actions?
  • What will change in our environment when we have achieved our ‘goal’? What effect will this have on us?

Once the effects at behavioural level have been identified, targeted fall-back strategies can be developed to support the team or organisation in staying on track and not losing sight of the goal. At individual and team level, for example, reminder mechanisms are established that help to remain active and focussed.

Depending on the context, formats such as buddy structures, check-ins or transfer challenges are used in addition to visual support. By conducting regular retrospectives, learning from successes and relapses can also be initiated.

Tips from our day-to-day moderation and consulting work

Use the start of the year to create a common focus and dynamic and start the new year with momentum. Consciously take time to define goals for the coming year at company and team level. Appoint a person to moderate the goal workshop. Ideally, this person should be neutral and not part of the core team. Make sure that the goals motivate and provide direction.

Use the goals throughout the year when making prioritisation decisions or communicating progress.

We wish you a successful year! Feel free to contact us if you need further inspiration or moderation support for your goal definition.

Do you have any questions on this topic or are you interested in a consultancy service?
Contact us!
Sonja Neubauer - LEITWERK Consulting
Your contact person
Sonja Neubauer
+49 89 189 235 96
sonja.neubauer@leitwerk-consulting.com
...or write us via our contact form
Contact us!

You could also be interested in this
Workshops that can support you in developing new goals

Search