We all engage in goal setting and execution all the time. We do this whenever we form an intention to do something (or not).

You would think that it is such a familiar activity that we would all be quite expert at it. Regrettably, it remains challenging for many of us – especially at work.

Goal-related Terms

Various goal-related terms are used interchangeably in our conversations about our intentions. Purposes, aims, objectives, etc. can have blurred boundaries. Distinctions between some of these terms are therefore offered in this table.

Goal hierarchies or holarchies

Goals are often presented in hierarchical format from high-level broad goals like purposes, down to tasks and activities at the bottom of a stack or pyramid.

I prefer to see them as holons nested within each other, thus creating a holarchy.

A holon is an identifiable part of a system that has a unique identity, yet is made up of sub-ordinate parts and in turn is part of a larger whole – a ‘part-whole’ if you will. A holarchy therefore is a set of nested holons, e.g. organisms that are made up of organs, tissues, cells, molecules, and so on down to the smallest identifiable ‘part-whole’.

The goal holarchy recognises that goals operate differently at various scales. As illustrated in the header chart above, each level in this holarchy addresses different intentional dimensions. It also highlights the interdependence of the ‘lesser goals’, while allowing each to operate independently for various functional reasons.

A Partial Goal Typology

When we characterise goals within a typology, such as the one illustrated below, they can all seem to exist in isolation from each other. As you review this chart, and seek to identify the gaps, overlaps, and other shortcomings it inevitably displays, consider also the ways in which goal holarchies might be lurking behind the scenes.

Given the fine print in this chart, you may prefer to read the downloadable PDF version below. Use the zoom function to optimise the scale for readability.

Six Goal-setting Models

Numerous goal frameworks and models have been devised over the years, some of which have been quite durable and helpful.

Rather than picking only one or two of these, the ‘goal cubes’ chart below invites reflection on aspects of six models, and potentially to combine certain of these in your work.

Embracing both Goal- and Task-Orientations

We are sometimes offered contrasting approaches to our work, as a spur to prefer one or the other. The fixed versus growth mindset dichotomy is one example of this.

You may have been invited to choose between a goal-oriented or task-oriented approach at some stage, but the following chart suggests that this is a false dichotomy. In fact, goal success depends on being able to integrate these orientations, ensuring that both high level purposes and effective execution of supporting tasks and activities are continuously addressed.

Goal Measurement and Evaluation

One of the questions I like to ask directors involved in strategy workshops, and mentees setting out to devise their self-development plans, is how they will know when they have achieved their goal. If their goal is too vague, they are unlikely to be able to execute a plan for its achievement, much less to know whether it was achieved or not.

Evaluation measures need to be considered at the time of goal setting, not addressed as an afterthought after the work has been completed. Identifying both quantitative and qualitative success measures at the outset allows for goal refinement, if required, to permit more effective evaluation of outcomes and impact later.

The next table suggests various measurement and evaluation measures appropriate to a selection of goal types.

Recommended Reading

The 10 key goal references illustrated here provide a solid reading list for anyone wanting to hone their thinking and goal setting skills. From Locke and Latham’s seminal Goal Theory, through James Clear’s Atomic Habits, to Carol Dweck’s Mindset: The New Psychology of Success, a spectrum of perspectives on goals and goal setting is offered.

Distilling the key insights from across this collection we arrive at a set of seven principles or guidelines for effective goal setting.

Goal Problems and their Remedies

Just as the key insights highlighted above seek to offer constructive goal success tips, so too does the diagnostic tool below. There are doubtless many other kinds of problems that could be encountered in connection with goal setting or execution, however this list surveys some of the more prevalent ones. It may also be helpful as a selection tool when you are considering how best to approach certain problem situations.

Conclusion

This post may be useful as a primer for mentors or mentees as they seek to clarify what will be achieved from their work together. Alternatively, it may assist directors and managers as they address the links between their organisational purpose, strategic goals, operational plans, actions plans, project plans, and other direction setting activities.

See also:
Strategic Archery
Doorways, Gateways, Passages, and Portals of Change
Organisational ‘Archy’-tecture

Goal setting, Governance, Strategy, Planning, Evaluation, Mentoring, Accountability, Problem-solving