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Many friends like to set up a flag in the circle of friends and set a goal for themselves. Because as we all know, it is very important to set goals in order to improve work performance. After all, there is motivation to work when there is a goal!
But when this flag is put up, it is usually left unattended. Because after setting a goal, this goal will only be compared by us after the work is completed to see if it is completed.
Therefore, some people think that setting work objectives and setting up flags are only used to judge whether the work has been completed and have no other use.
However, the big coffee in the workplace will not agree with this view. They think it is very important to set up the flag, which is very helpful to improve the performance. Some people may think that this is because the big coffees are capable and efficient. This is indeed part of the reason, but the real difference between you and big coffee is not here, but the specific content of flag.
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Chris? Macchesney told us in "Four Principles for Efficient People to Implement" that the goals we set are useless or impossible to achieve, perhaps not because the goals we set are not in line with the actual situation, or because our execution is not enough, but because we use lagging indicators when setting goals.
What is the lag index? Lagging indicators refer to those tracking indicators that are implemented in order to achieve important goals.
This sentence sounds a bit abstract. Let's give an example to illustrate. For example, the sales revenue target and profit rate target we usually set are lagging indicators.
However, these actual data can only be obtained after the work, which means that the lag index can only tell us whether we have achieved the goal, but not whether the ongoing work can achieve the goal.
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So how to solve the defect of lagging indicators?
The "Four Principles for Highly Effective People" tells us a way to solve the problem: use leading indicators.
What is a leading indicator?
Refers to those indicators that can evaluate the behavior we must do and have the most important role in achieving our goals. Where are the leading indicators?
Lagging indicators are beyond our control, and can only tell us whether the goal has been achieved, while leading indicators can not only be controlled, but also let us know how to achieve the goal.
For example, the car failure rate is a lagging indicator, and you can't control it. Monthly car maintenance is a leading indicator and can be controlled. After maintenance, the failure rate will be reduced, and the leading indicators will incite the lagging indicators.
As can be seen from the above example, the leading indicator has two advantages compared with the lagging indicator.
First of all, it is more predictive than lagging indicators. For example, if I want to improve my performance, I must visit six customers every day this week. From this, I can infer the approximate result of lag index.
Second, the leading indicators are controllable. For example, the number of customers visited every week can be controlled and adjusted at any time.
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So, how can we find the leading indicators?
First, brainstorm, list all possible leading indicators, and find out the behavior that has the greatest impact on the goal.
We can look for possible leading indicators through the following questions:
Can I do something I haven't done before to help me achieve my goal?
What abilities and advantages do I have to promote the achievement of my goals?
What are my shortcomings that limit the realization of my goal?
What should I stick to in order to achieve my goal?
From these listed leading indicators, pick out the behaviors that have the greatest impact on the goal, that is, the behavior habits that we hope we can do and take responsibility in the process of achieving the goal.
For example, the 15% rule of 3M Company is the best example. The company's goal is to constantly create new products, so the leading behavior index of R&D personnel is: put 15% of the working time on the innovative projects of their choice. This index is simple and easy, and all R&D personnel can do it. As a result, the sales and profits of 3M Company increased 40 times quickly.
Next, we need to test whether the leading indicators are executable.
The test1* * consists of three parts.
The first part: We need to test whether the indicators we have determined have the basic characteristics of leading indicators: predictability and controllability. If not, you can only go back to the first step and start again.
The second part: whether the leading indicators can be implemented for a long time, or whether they do not need to be completed at one time.
For example, we participate in the product experience meeting once a month and contact every potential customer after the meeting, which is an indicator that can be implemented for a long time, while participating in the product experience will be a one-time indicator.
One-off indicators can only bring temporary changes, while long-term indicators can help us to continuously improve and achieve our goals. We should set long-term targets.
Part III: Whether the leading indicators have measurable standards and values.
If you want to achieve your goals, you need to track, evaluate and adjust the indicators from time to time.
At the same time, if the investment in the index is too large or has irreparable consequences, we must decisively give up this index.
For example, in order to improve customer satisfaction, employees of the company have formulated the index of holding product experience meetings every week. It is not easy to reach this target. The company needs to spend a lot of manpower and financial resources to support this meeting, and it may also leave customers with the impression of extravagance and waste of money, and finally have distrust of the company. This indicator that is not worth the loss must be brushed off without hesitation.
Only by successfully passing these three tests can we become qualified leadership indicators and successfully complete our work objectives.
Finally, the final model of leading indicators needs to be concise, clear and challenging.
Use as few words as possible to describe the indicators. For example, in the goal, the vague expression like "to achieve my performance goal and improve the customer experience" is removed, and a clear and specific expression is used. For example, contacting 200 more customers every week is a simple and clear indicator.
At the same time, we must set the index higher than usual. The indicators are challenging, but they should not be too outrageous. Only moderate challenges can stimulate the motivation of work and achieve the goal.
For example, we usually send customers two emails a week, and the goal can be set at three emails a week instead of exaggerating ten emails a week. If the index is too challenging, not only will the workload suddenly increase, but customers may also complain, but the goal will not be achieved.
Speaking of which, do you understand? What matters is not whether the flag can be erected, but what kind of flag it is erected. If we set a sign as a leading indicator, it may really help us to accomplish our work goals better.