How can you stay accountable to your leadership goals?

If you want to up the ante on your smart goals why not make them SMARTE goals instead? That extra E stands for emotion. It is a reminder to tap into the emotion that the goal elicits. Imagine that you have achieved your goal. Really picture whatever it is that will show you that the goal has been realised. What do you feel? Excited? Happy? Proud? Bored? Overwhelmed? If your feeling isn't a strong positive emotion perhaps have another look at the goal. Have you set something that you don't believe is achievable? Is it so achievable you don't have to do anything different to reach it? Boring! Our emotions are out guidance system. They don't always work as intended but they always give us important information.

Stay accountable to leadership goals by setting clear objectives, tracking progress regularly, seeking feedback from mentors or peers, adjusting strategies as needed, and holding oneself responsible for outcomes.

In my opinion, if you want to make your team accountable you must set their goal in SMART way i.e. it must be Specific, Measurable, Achievable, Relevant, and Time-bound. This means that your goals should be clear, quantifiable, realistic, aligned with your purpose, and have a deadline. SMART goals help you to focus on what matters, track your progress, and celebrate your achievements. This way your team will also feel motivated.

Oh, das ist ein Klassiker! Gerade bei Frauen hab ich das echt oft. Wir setzen uns ein Ziel und wenn es nicht klappt ist es auch nicht so schlimm! Doch es ist schlimm. Was du dir damit nämlich selbt beweist ist: Ich nehme mich und das was ich sage nicht so ganz so ernst. Und echt: Willst du so als Fürhrungskraft wahrgenommen werden? Mein Tipp: Lieber 5 x überlegen, ehe du ein ziel auslobst. Nicht leichtfertig damit umgehen! Und dann, wenn es kommuniziert ist, dann gibt es kein Zurück. Dann wird es erreicht - komme was wolle.

Un líder responsable necesita un propósito y una estrategia que den sentido a los objetivos SMART. Para ello propongo el Cuadro de Mando Integrado, que estructura la estrategia y el sentido del cumplimiento de los objetivos en 4 perspectivas. Cada una de ellas tiene dos tipos de objetivos: estratégicos y de actuación. Los primeros son metas a largo plazo que se alinean con la estrategia mediante relaciones de causalidad. Los segundos son objetivos tácticos y específicos de corto plazo. Estos últimos se derivan de los objetivos estratégicos y son medibles mediante indicadores clave de rendimiento (KPIs). Luego de tener claro cada tipo de objetivo es posible utilizar la metodología SMART

If you are holding a leadership position and want to achieve goals then you must then you have to share your goals to your team members and in a way to stay accountable to your leadership goals, who can support you, challenge you, and hold you accountable. This could be a mentor, a coach, a peer, or a team member. By sharing your goals, you can get feedback, advice, and encouragement along the way. You can also create a sense of commitment and responsibility to follow through on your actions.

Share goals with your professional "board of directors." This group would consist of leaders and partners who know you, invest in you, and support your growth. They can listen without judgment, challenge and provide feedback, support you as you bounce back from setbacks, offer guidance, and champion you.

In my journey, openly sharing my leadership goals with my team proved to be more than just a step towards accountability; it was a trust-building exercise that brought us closer. Also, surrounding myself with a network of like-minded individuals, alongside the guidance of a coach and mentor, ensured that I was not just on the right track but also prepared to pivot when necessary. This circle of support acted as a sounding board for my ideas and a safety net for my ambitions. It meant that every decision was informed, every shift in direction was calculated, and the path ahead clearer.

A great way to stay in touch with your goals is to add a column to your list of priorities. This column is titled "Alignment". Next to each objective, in the Alignment column, add which goal this objective ties back to. It will help you reprioritize when deciding which task to focus on.

El método de seguimiento del cumplimiento de objetivos es una parte esencial en su formulación: ya sea por algún medio, software, colega, equipo, etc. Lo importante es establecer rutinas que identifiquen cada aspecto, avances y/o retrocesos, cambios, reformulaciones. ¿Conclusión? Ten un sistema. Una meta es un objetivo específico que se alcanzará o no en el futuro. Un sistema es algo que se hace regularmente y que aumenta las probabilidades de tener opciones a largo plazo. Si se hace algo todos los días, es un sistema».

Rewarding your leadership goal is an essential aspect of maintaining motivation and celebrating achievements. It could be anything like incentive, recognition in town hall meeting or a certificate. Set specific goals and reward your team when you reach them. It could be completing a project, reaching a fitness milestone, or hitting a certain savings target.

Seeking feedback during the achievement of assigned goals is crucial for ensuring that the project stays on track and meets its objectives effectively. According to my experience, Taking feedback from colleagues, customers, stakeholders, or mentors would really be helpful and supportive.

Holding a team accountable gives clear concise instructions motivating and encouraging to reach their potential and adhering to strict team value and ethics. - Analyzing process - Reviewing present performance - Engage individual strength - Monitoring the KPI - Update action with progression.

I've learned that sharing my objectives isn't just about transparency; it's about inviting perspectives that challenge and refine my vision. Regularly seeking feedback from my team, mentors, and network of like-minded professionals has not only held me accountable but also helped me make leaps and bounds change that I wouldn't have had if I was doing it alone.

Embracing mentoring and coaching has been crucial in keeping me accountable to my leadership goals. Whenever I found myself without an informal mentor, I sought out a coach to bridge that gap. This deliberate step was not merely about learning new concepts; it was about embedding these insights into my daily actions, evolving them into new behaviors and skills that align with my leadership aspirations. This approach has enabled me to consistently measure my progress against my goals, ensuring I stay on track.

Cuando ejerces como executive coach, siempre es válido valerte de herramientas contrastadas. En este caso concreto, yo utilizo un estándar de competencias que para la mejora ofrece varias alternativas, que suelen ser diferentes cursos de acción. Pueden ser lecturas, cursos o seminarios y talleres, puede ser la petición de mentoring de alguien más experimentado, comprometerse a mejorar algunos aspectos y trabajar para ello en algún proyecto específico... Todo esto consolida experiencias, habilidades, conocimientos, que serán puesto al servicio de una mejor calidad de liderazgo, en este caso, en la responsabilidad de los objetivos.

Von anderen lernen impliziert oft die Erweiterung von Fähigkeiten. Dies wird sehr häufig damit verwechselt, dass viel Menschen glauben, sie könnten sich andere Stärken antrainieren. Das ist oft zum scheitern verurteilt, da Stärken sehr tief in unserer Persönlichkeit verankert sind und sie sich eben nicht so einfach antrainieren lassen. Stärken sind somit etwas anderes als Fähigkeiten. Daher ist es viel wichtiger zu erkennen, welche Stärken in unserer Persönlichkeit verankert sind und welche anderen Stärken in meinem Team vertreten sind. So kann ich gezielt Unterstützung einfordern. Damit bekommen die Begriffe Teamfähigkeit und Teamentwicklung ganz neue Blickwinkel, die das wahre Potenzial entfalten lassen.

To be accountable in leadership comes best when we practice it in many areas. Once you learn how to practice being accountable, you can understand how to be effective in your approach to deal with many situations. Learn how to be accountable in your household, at church, when you’re volunteering, with your siblings, with your parents, and many more ways to be versatile in ways to hold yourself responsible to deal with things with a optimistic lens to evaluate many circumstances with a focused attitude toward the goal.

Celebrate the small wins. Measure the effort (not the outcome) Surround yourself with your personal board of fans, directors, and teddy bears. No woman or man known to humankind built a thriving business, life, or empire - alone (or chasing perfection).

Um seine Stärken zu erkennen, hilft es einen Stärkentest durchzuführen. Idealer Weise nutzt das gesamte Team einen Stärkentest und lässt anschließend das Ergebnis analysieren. So können die kreativen Köpfe mit Weitblick, Metaebene oder Planung zur Zieldefinition herangezogen werden. Die Menschen mit ausgeprägten Umsetzungsstärken können anschließend dafür Sorge tragen, dass die Ziele umgesetzt und erreicht werden. Diese Form der Teamentwicklung und Teamführung nennt man Stärkenorientierte Führung und ist äußerst erfolgsversprechend.