Six Steps in Goal-Setting
Author: Jurgen Appelo
Goal-setting only happens when there is a process for it. The unFIX model defines six different patterns (or steps) for this process.
In this blog post, we will briefly explore Directing, Aligning, Committing, Monitoring, Reviewing, and Rewarding. Each of these steps can have its own approach and rhythm. It is up to you to decide which meetings or other events you want to implement per team and per step.
Note: The six patterns in this process begin with “Self-” or “Peer-” to distinguish them from many other goal-setting models and frameworks that allow (or even invite) higher-level managers to set goals for lower-level people in the organization. With our chosen naming, we want to emphasize that these patterns should not be implemented as top-down processes.
In the unFIX model, everyone does goal-setting for themselves within the scope for which they are responsible. Even the managers! The Chiefs in a Governance Crew set goals for their entire Base, not for individual Crews or Forums. Instead, they require Crews and Forums to implement their own goal-setting approaches and ask them how they will contribute to the goals of the entire Base.
The six patterns of the Goal-Setting Aspects are inspired by the Direction, Alignment, Commitment model (DAC) and the Four Stages of Performance Management (Plan, Monitor, Review, Reward), but with an emphasis on self-management and peer feedback.
Self-Direct
The first step in the goal-setting process is determining our direction or end goal. We must identify what we want to achieve, whether a short-term or long-term goal. Setting a clear direction provides a sense of urgency and motivation to move forward.
Directing ourselves toward a goal means determining where we want to go and why. Our Vision, Strategy, Objectives, Initiatives, and Habits need regular discussion to imagine, select, and define them.
Read more about Self-Directing.
Self-Align
The second step is to align our goals with the goals of other organizational units, upward, downward, and sideways. Everyone must ensure that the goals they set for themselves line up well with those in their environment.
Aligning our goals with others means coordinating them with other units. Vision, Strategy, Objectives, Initiatives, and Habits need alignment so that teams collaborate and contribute.
Read more about Self-Aligning.
Peer-Commit
The third step is to make a commitment to achieving our goals. This commitment involves making the goals public so that our environment can help us stay accountable and motivated.
Committing to our goals means making a promise to our peers. Our Vision, Strategy, Objectives, Initiatives, and Habits deserve our best effort toward positive results, or else nothing may happen.
Read more about Peer-Committing.
Self-Monitor
The fourth step is to monitor our progress toward our goals. Regular monitoring helps us identify any obstacles or challenges that may hinder our progress. Monitoring also allows us to adjust our tactics to stay on track.
Monitoring our goals means observing our progress toward positive results. Our Mission, Targets, and Metrics need regular monitoring so that we can compare our performance data with our plans.
Read more about Self-Monitoring.
Self-Review
The fifth step is to periodically review our failures and successes, including evaluating the effectiveness of the processes and tactics we employed to achieve our goals. We may use this step to identify any changes in priorities and adjust our plans accordingly.
Reviewing our goals means making a comparison of our progress and steering accordingly. Our Mission, Targets, and Metrics need a regular review to decide whether to continue in the same manner or do something else.
Read more about Self-Reviewing.
Peer-Reward
The final step is to be rewarded for our efforts, learnings, and achievements. This reward can be anything that provides a sense of accomplishment and satisfaction, such as taking a break or treating oneself to something special.
Rewarding means patting each other on the back for positive results and contributions. Our Mission, Targets, and Metrics may benefit from rewards because what gets rewarded gets repeated.
Read more about Peer-Rewarding.
Self-Management and Peer Feedback
Setting goals for oneself rather than for other people is vital because it provides a sense of ownership and control. Goals set by others may not align with personal values and priorities, leading to a lack of commitment and motivation. Setting goals for ourselves also allows individuals and teams to take responsibility for achievements and failures.
Setting goals for oneself rather than for other people is crucial because it provides a sense of ownership and control.
Peer feedback is essential because nobody operates in a vacuum. Teams exist to provide value to others, and, therefore, both commitments and rewards are steps in the process that we want to organize in a peer-to-peer manner.
In conclusion, networked goal-setting involves six steps: Direction, Alignment, Commitment, Monitoring, Reviewing, and Rewarding. It is up to each individual, Crew, and Forum to determine how these six patterns are best turned into a repeatable process.
