How to set goals and create a leadership map

Acknowledge the opportunities and realities of one’s current situation.
We need a frame of reference so a good starting point to use your starting point as your benchmark to assess growth or gains, but keep in mind that these might change. In this way everyone is on the same page and has the same understanding of the growth path you wish to take. (needs re-working?)

Choose one’s direction and priorities
Now consider which direction to take from your starting point. There are myriad options to consider when implementing a strategy. Prioritize which outcomes you want to reach first and set milestones. Equip your staff with the tools and resources to smoothly implement the tasks necessary to achieve the goals. A struggling, disenfranchised employee is a demotivated employee, which is a drain on overall morale and resources. Trying to cut corner only ends up being more expensive and tedious in the long term. On that note,

Do the right things each day
This applies to everything from healthy lifestyle choices, to upholding an ethical standard within your business. It is also important to discipline ourselves to set the example and not expect our staff to do all the hard work; be accountable, reachable and engaged with your organization
and we may find that we see problems coming far sooner, allowing us time to negotiate and mitigate a potential disaster. We all understand the frustration of having packed schedules, and end up running between meetings – but make sure that in that time you create a complete understanding of the status of your company or project.
Detachment breeds deterioration!

Check your progress
As touched on above, we all too often we make dangerous assumptions about the trajectory of our projects. Blind assumptions are the easiest way to disguise the truth. False perceptions of truth can derail a project far sooner than external factors – the people on the job are the closest to it and therefore have the most immediate and significant impact. Engage with your leadership community and analyze the pipeline at every check point. Keep in mind, this is not our cue to micro manage, but rather to empower our leaders to provide insights and recommendations on the way forward. If we have completed the recruitment process correctly, we will have a team that we trust to know what they are doing and who have the best interests of the company at heart. We need to find people who share our vision and who will be competent enough to work with us.

Be inspired.
There is nothing worse than merely working to targets with no sense of personal fulfillment. Reiterate the bigger picture and greater value to your employees. After all we are all human, and like to feel that we are a part of a group, especially a group whose values and principles we can support and hold true to our own sense of purpose.

There is no question that the responsibility to drive, and deliver, bottom-line results falls on top executives, and rightly so as they are the ones who have been appointed for their experience and expertise. But often our experience hinders our malleability and adaptability to new paradigms. The new reality remains: our economic and political models are shifting and the way we do business is evolving. The new idea of the “share economy” has permeated all levels of business – from the very models of start ups to the leadership of multi-nationals. From planning to execution, we are required to integrate, empower all those around and beneath us. Our leadership maps need to be horizontal in structure while remaining vertical enough to facilitate efficient progress. Although setting goals and targets remain crucial in the planning of growth strategies, contingency plans and creative problem solving are a fundamental part of goal orientated planning. And unfortunately we cannot do the latter alone – so empower, protect and value every level of employee in your organization; you never know what potential you might unlock.