The Importance of Quantifying Goals as a Leader

CEO of 787 Coffee† A pioneer in social media marketing, entrepreneur, passionate about coffee and listed as a “Top Entrepreneur” by businesstraverse.com

When outlining our goals as leaders, whether on a personal or company-wide level, it’s important to quantify our intentions.

What does this mean? As entrepreneurs, we need to inspire and moderate our team at the same time. By quantifying our goals with a certain value, we are able to set our team on a path of ambition and usefulness.

Simply put, every goal should have a fixed value, a clear number to work towards. If we, as leaders, quantify our goals, we will see the other members of our team do the same.

When formulating goals as a company, there are certain phrases we should try to remove from our vocabulary.

“I hope …”

“I would like to see …”

“…as much as we can”

These buzz phrases are standard office jargon that often leads to complacency within a company, even in times of expansion. As leaders, we have probably said and heard these kinds of expressions many times during our careers. But what is missing when we say these sentences? Where the!

For example, let’s say a member of your team indicates that they “want to see more revenue” for a particular service your company provides. In theory, this is a smart goal. As a company you should always strive for improvement.

But how do you rate this goal? How many more sales should your business bring in? At what rate should your sales improve and when will you be able to see the results? How do you find a way to give a specific number to the broad goals you have set for yourself?

Encourage your team members to start thinking this way. By presenting yourself as detail-oriented to your team, their thinking will begin to align with what you, as a leader, need from them.

Another example: someone on your team says they “hope” to reduce company waste “as much as we can.” Again, this is a fantastic goal to strive for. But as leaders, we want to encourage our people to think as concisely as possible, especially when it comes to new goals for the organization.

Broad goals lead to broad results and complacency. If your team decides to try to reduce waste by, say, 20% instead of reducing waste “as much as we can”, give them goals and strive not to settle for subpar results. Encourage your team to think one step ahead.

If we, as leaders, make sure that our teams place a numerical value on their goals, the chances of their work being done more efficiently will skyrocket.

Quantifying our goals also keeps our company in the realm of realism. When attempting to grow on a large scale, entrepreneurs can get carried away by their own ambition. By assigning value – a numerical figure to aim for – to a particular ambition you have for your business, you are more likely to achieve your goals. This gives both you and your team members a specific figure to aim for rather than the well-intentioned but vague concept of “growth.”

As leaders, we must play the role of optimist and pragmatist at the same time. We must exist as the inspiring human being in the room and also as the most practical, which can be a tightrope to walk.

When we quantify our goals and add value to our ambitions, we can play both roles simultaneously. By placing ourselves and team members on a path of optimism and structure, we are able to track our progress towards our goals and operate in an environment where all employees are willing to adapt strategies in the interest of achieving the goal. best possible result.

If you are unable to add quantified value to your goals as a leader, that should signal you to rethink that goal. Why can’t you give this ambition a specific figure? Is there any way a quantifier can be applied? If not, you may want to reconsider how beneficial this goal will be to your business.

If you are unable to predict the usefulness of your goal in the early stages, chances are it will be counterintuitive for you or your team to work on this goal without first rethinking your strategy.

Every company ultimately seeks and strives for one thing: results. If we don’t add value to our goals, we don’t think in a state of mind that promotes optimization and results.

“I hope so” is all well and good, but what do we do to achieve that goal? Once we, as leaders, can ask ourselves and our teams that question, we’ll be on our way to success.


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