Many organizations are doing a great job. They know exactly how to engage their target audience, they know to deliver the service on the best way possible, well.. they also know to fundraise money from the local community.
However, they do often underestimate the tremendous power community relations have in order to help them scale and grow. Community relations is not just having someone to actively address and answer phone calls, and provide with information; it is about being proactive and initiative, let people know who you are and what you do. There are so many good organizations out there, why you and not others?!
Of course, you are special and unique, and you know it with all of your heart; nevertheless, you should let decision makers and community leaders know about you, your organization, and your achievements. I know you have, I know you did a lot. Now make this information accessible to everyone – let them read about you in the newspaper, let them watch you on a Facebook video, let them know good things about your activities. Never forget to crunch numbers, to provide accurate data, to show a real picture of your impact and change of community’s life.
You will be surprised to learn how many out there did not know your organization even exists! You will meet many prospect donors and clients who wish to donate their time or money to help you, and grow the social impact of what you are doing. Make sure to involve politicians, from all levels and parties, let them speak for you, bring your voice higher, assist you to achieve social goals. It is working to a great extent, but the first step is to DO IT.
I know – this is almost boring. Actually it is boring, why do I try to embellish reality?!
You have heard over thousands times that goals need to be S.M.A.R.T., and you are tired of it. You are tired because you need a reason to believe that it is going to help.
I used to feel frustrated when meeting with managers who do not like the idea of a work-plan, or do not find the time to do that, or whatever… But you know what?! that is why I started this blog, I wanted to write my thoughts and insights so I can express my enjoyment and belief that these processes really work and benefit organizations. Writing a work-plan may be a real fun, as long as you understand why you do it, and HOW to do it. I promise to do my best and explain the basics as well as the advanced, so if you are ready to think – we go on it, together, right now (-:
As a consequence, you must be able to connect these two, and be able to measure, define, criticize, and change your goals and plans.
So, how do you set goals and objectives? Pretty simple actually. We need to clearly split three elementary parts of a work-plan:
The vision is the wish, the large picture, the general direction, the utopia. The vision is usually articulated by senior executives, mainly board of directors members, and from my experience visions are usually good, and often very impressive. The vision typically includes one to two very meaningful sentences, where every word worth its weight in gold, or at least supposed to. I certainly agree that vision phrasing may take a while, however I am not that convinced it should take forever, and completely disagree with “no vision yet” or a “dead-end” circumstances and excuses. I am very sharp at this point because I see no logic in doing your job when you do not know where to go, and what is the purpose; or even worse – when your employees are lost. (let me put something here – no, you do not work just to earn your salary or remain employed). So, in short – message #1 is: have your vision handy.
Once we are done (if you are not – I promise to write soon on how to write a vision effectively and efficiently, so stay tuned…), and we have our vision – we need to break the vision to small pieces, the goals. Not too small, let’s say up to seven, and the most safe is something between 3-5. I know that there are managers who like the details, or feel that every word needs to get strong attention, or any other persuasive explanation – I suggest you to take it as an exercise – try to focus on 3-5 most important messages from the vision. Why? because you plainly want to do it, and hold it in front of you. Another helpful tip is to extract 3-5 single words that describe the vision the most.
In order to keep yourself in truck – bear in mind, this should take no more than 3-6 meetings with your relevant team, as long as everyone takes notes independently, and do their homework. (however large organization may stretch it to a process, but still no more than 10 meetings with all of the relevant people are needed).
I suggest the following structure: meeting #1: overall view and open discussion regarding the most important messages from the vision; take notes, do your homework and conference back in meeting #2: the most important messages analysis – you should have a list to narrow. The final product is the 3-5 “raw” goals. This stage may take more than one meeting, but in my opinion and based on my experience – the efficient organizations will benefit the most… In meeting #3 the focus is on phrasing the goals. As I said at the beginning – this is not the SMART stage, we will have it later on. For now you need to just phrase 3-5 full, but short, sentences that express the vision and call for action. In short – message #2: write your goals shortly and clearly, in light of the vision.
I was trying to think of example that will facilitate my explanation above in a friendly way, and that is why I chose a corny one – Coca-Cola. This document shows Coca-Cola’s 2020 vision, and I recommend you to take a glance especially at the left side – 2020 mission (Vision here), our vision (Words here) , our goals (Goals here). I am not 100% fan of their structure, but I think it gives a clear idea for managers who want to pursue planned processes.
In short: > Vision: the big picture, usually contains a very small number of meaningful sentences. > (Words/Raw goals: the fractions of the vision, the words that describe the vision) > Goals: the actions needed to be taken in order to practice the theory
Part #2 of this article will be covering the connection between goals and objectives, an improved SMART model, and a wrap up of my arguments re vision-goals-objectives.
P.S. I am more than sorry for not entertaining you today with a must watch movie… I could not trace a relevant one in my mind – but will be happy to get your ideas, please share them in comments or email. In the meantime live happily.