Image avec Objectifs écrit en grand

It is said, it is a directive that comes from above: "do not give too many objectives (no more than 3) and be SMART!"

Every year it's the same thing: you have to rewrite your roadmap, write everyone's goals and take the time to explain and validate them. Many managers, although trained in the process, often find themselves faced with a difficult exercise. That of setting realistic, motivating, understood and accepted objectives.

Some will tell us:

"Every year it's to be done again and I hate this period."

"I'm going to spend more hours there and they're going to talk."

"A good copy and paste and it passes".

The roadmap at the heart of the commitment

And yet it is not so difficult to realize the difference in motivation between a person who believes in his roadmap and a person who feels aggrieved from the beginning. The exercise is never easy for a manager or an employee. Some methods can help the manager in this process.

Have an understandable roadmap

The company that knows how to define its ambition and stick to it will give the beginning of the keys to performance.

Ambition must be understood by all, simple to read and as his word says "ambitious" without being unrealistic.

It is the driving force behind the construction of the resulting roadmaps. Try to clean a staircase starting from the bottom and you will understand.

Knowing how to write and explain your roadmap becomes essential in the motivation of your team. A manager must be able to explain the project he has for his team and for this must also be able to answer 3 questions:

  • Where are we going? what will we have accomplished in 6 months, in 1 year?
  • What for? for what ambition, what success, what evolution, what improvement?
  • Why are we going to succeed? 

These three questions are rich in meaning and allow us to begin to reflect on the objectives of our collaborators.

Set goals

Collaboration starts here: for an objective to be good, it must necessarily be understood and also acquired. Starting the discussion with his collaborator can be a source of astonishment and enrichment for those who do not already do so.

3 simple questions can engage in dialogue and co-construct objectives:

  • What can be your contribution to the roadmap presented?
  • What level of achievement can be envisaged?
  • How can we maximise our ambition? with what means?

The OGSM method to define its objectives

The OGSM method can help a company clarify a roadmap and develop employee engagement and contributions.

The OGSM method was invented in the 50s. At the end of the war, Japan wanted to become a major player in automobile production.But the country was not adapted and it is the whole economy that needs to be rethought. Schools, training, production methods, communication etc.

In 2021 Japan is the world's leading car manufacturer with more than 25 million vehicles produced and with the level of quality we know.This example shows us how successful cascading and aligning everyone with a shared ambition can be a source of success.

Many companies have followed suit and adopted this method to ensure their sustainability (L'Oréal, Coca Cola, Philip Morris, Dunlop, Essity…). Recently one of our clients who deployed the method replied:

"This is the first time I have seen my managers so motivated to carry out this exercise."

We have developed VISULT to allow a large number of employees to better understand their roadmap,that of their manager and that of the company. To engage and contribute with pride to the company's project.