Tag Archives: business goals

Goals Require Belief to be Achievable

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Goals Require Belief to be Achievable

GUEST POST from Mike Shipulski

I’m all for stretch goals to help people grow. “Hey, you did this last year but I think you can do ten percent more this year. And here’s why – [list three reasons here.]” This works. This helps people grow. This is effective. This is grounded in what happened last year. This is grounded in specific reasons why you think the stretch goal is possible. And when you do it this way, you are seen as credible.

Back in the day, when elite runners were running the mile in 4:04 their coaches said “Hey, you ran 4:04 last year but I think you can do it a little faster this year. I think you can run it in 3:59. And here’s why – your time has been decreasing steadily over the last three years, you have been working out with weights and you’re much stronger and there’s a small adjustment we can make to your stride that will help you be more efficient.

As an athlete, I believe this coach. It’s true, I did run 4:04 last year. It’s true, my time has decreased steadily over the last years. It’s true, I have been working hard in the weight room. And, because all these things are true, I believe the coach when she tells me she knows a way to help me run faster. This coach is credible and I will work hard for her.

Back in the day, when elite runners were running the mile in 4:04, their coaches did NOT say “Hey, as a stretch goal, I want you to run 2:59 next year. I know it’s a big improvement, but I want to set an arbitrary and unrealistic goal so I can get the most out of you. And no, I don’t have any advice on how you can run 27% faster than last year. As the one doing the running, that’s your job. I’m just the coach.”

As an athlete, I don’t believe this coach. There’s no way in hell I will run 27% faster this year. It’s simply not physically possible. The world record is 4:01 and I can’t break it by over a minute. The coach has no clue about how I can achieve the goal, nor did he build a bridge from last year’s pace to this silly target. This coach is not credible and I will not work hard for him.

As a leader you are credible when you set an improvement goal that’s grounded in the reality of how things have gone in the past. And you’re more credible when you give specific reasons why you think the improvement goal is possible. And you’re more credible when you give suggestions on how to achieve the goal. And you’re even more credible when you tell people you will actively support them in the improvement effort. When you do it this way, people think better of you and they’ll work hard for you.

Here’s a rule: if the goal isn’t believable it’s not achievable.

As a leader, when you set an improvement goal that’s out of line with reality you are NOT credible. When you declare an improvement goal that’s disrespectful of history, it’s not a stretch goal. It’s an arbitrary edict designed to trick people into working too hard. And everyone can spot these “goals” at twenty paces. Your best people will give you the courtesy of calling you on your disingenuous behavior, but most people will just smile and quietly think less of you. And none of them will work hard for you.

When the improvement goal isn’t credible, neither are you. Think twice before you ask your people to drink the company Kool-Aid.

Image credit: Gemini

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Balancing User Needs with Business Goals

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Balancing User Needs with Business Goals

GUEST POST from Chateau G Pato

As a thought leader in human-centered change and innovation, my passion lies in exploring how businesses can thrive by aligning user needs with their core objectives. This synergy is essential for creating solutions that resonate with customers while driving sustainable growth. In this article, I will discuss strategies for achieving this balance, supported by real-world case studies.

Understanding the Nexus

At the core of product innovation and business strategy is the delicate dance of understanding and balancing user needs with business goals. While businesses need to generate revenue and grow, their products and services must also solve real problems and create value for users.

Strategy 1: User-Centered Design Thinking

Design thinking has emerged as a vital framework in bridging the gap between user needs and business goals. By focusing on empathy, ideation, and iterative testing, organizations can create solutions that delight users and fulfill business objectives.

Case Study: Airbnb

Airbnb’s success story is a testament to the power of user-centered design. Initially, the platform faced challenges in its value proposition. By engaging deeply with both hosts and guests, Airbnb identified key pain points, such as trust and safety concerns. The company implemented features like secure payments, verified IDs, and a robust review system. These changes not only addressed user needs but also drove Airbnb’s growth by building a trusted community.

The alignment of user needs with business strategy enabled Airbnb to expand its market share and build a sustainable business model that aligned perfectly with its goals of diversification and global reach.

Strategy 2: Agile Development and Feedback Loops

Agile methodologies emphasize flexibility and rapid iteration, allowing businesses to adapt quickly to changing user needs and market conditions. By creating continuous feedback loops with users, companies ensure that their products and services remain relevant and valuable.

Case Study: Spotify

Spotify exemplifies the application of agile principles in its product development. The company regularly gathers user feedback and analyzes listener behavior to enhance its offering. Through features like Discover Weekly and playlist curation, Spotify has continually innovated to meet evolving user needs.

By aligning its user-focused agility with its business goal of becoming the world’s top music streaming service, Spotify has seen tremendous growth in both user engagement and subscription revenue.

Strategy 3: Metrics that Matter

Identifying the right metrics is vital in balancing user needs with business goals. Instead of relying solely on traditional financial metrics, businesses must adopt user-focused KPIs such as Customer Satisfaction Score (CSAT), Net Promoter Score (NPS), and user engagement metrics. These indicators provide insights into how well the company’s offerings align with user expectations.

A company deeply committed to understanding user satisfaction and aligning it with its growth strategy exemplifies this approach.

Conclusion

Balancing user needs with business goals is an intricate yet rewarding endeavor. By adopting user-centered design thinking, agile development practices, and the right performance metrics, companies can unlock unprecedented growth and innovation. The stories of Airbnb and Spotify provide valuable lessons on how aligning user empathy with strategic objectives can lead to enduring success.

Ultimately, when businesses genuinely listen to their users while maintaining a keen eye on their goals, they create a harmonious ecosystem where innovation and growth can flourish.

Embrace this balance, and watch as your organization transforms challenges into opportunities for remarkable success.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

Image credit: Pixabay

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