What is your methodology to set goals, plan, and implement everything?
We always hear and say any of the above is so important, but most of us never seriously think about it or have a methodology at all. Our behaviors are usually driven by inertia and distracted by false perceptions.
False Perception
Here are some of the perceptions that seem to be reasonable but are actually false.
We will see where we can reach.
The underlying assumption is that we are already going full steam ahead, so wherever we get, that is the best we can get. The perception is wrong because both “full steam” and “ahead” have to be defined in the context of a goal. Otherwise, you don’t know what “full steam” or “ahead” means exactly. Perhaps, you should throw away two carriages or stop the train and drive a car to go another way instead. Without a clear goal, you cannot make wise decisions, and you will waste time being distracted or occupied by the trivial.
I will do better next time.
Timing is important. If every means has been tried and nothing can be changed, well, it is high time to retrospect. However, many times the perception appears when you are still in the process toward a goal. It is just an excuse. Be a thoughtful planner ahead of time, then switch to a doer mode and be relentless. Never delay for “a perfect plan next time.” No, you won’t do better; if you can, do it now.
The result is not good just because it is not good.
Suppose you have a design of a feature and ask me whether it is good. Sorry, there is no answer, fundamentally. Of course, if you are an artist, you can have an answer because your whole life is to pursue art, but now we are doing engineering. Local optimization is meaningless if it cannot contribute to global optimization. Nothing is good or bad without seeing the full plan. An ugly design that serves the function and fits in the timeframe is much more valuable than a perfect design that ruins the whole plan.
Methodology
The nuances of the methodology to set goals, plan, and implement can result in wide divergence. My version is below, and I highlight the keys.
Set the right goal that is rooted in strategy but not limited by challenges. Ray Dalio has explained the principle better than I.
When setting goals, just set goals. Don’t think about how you will achieve them or what you will do if something goes wrong.
— Ray Dalio, Principles, 2017.
Goals should be set top-down rather than bottom-up. The overall strategy is there, and we must achieve the goals. A goal is not a summary of what we can do. Once the goal is determined, we find ways to achieve it. Face challenges and push past your limits. The rest of your life should not be a boring repetition of what you are already familiar with.
Make a concrete plan that is both complete and concise. The plan must be complete in the sense that if we execute it well, we will get the goal. It cannot miss any key milestone. An excuse that many lazy planners find is uncertainty. There are two types of uncertainty. One is something we should work hard to turn to certain. Resolving the uncertainty per se is part of the plan. The other is really something out of our control. Then we need a branch in the plan or Plan B. No uncertainty makes a reason not to have a plan. The plan must be concise in the sense that we concentrate our efforts on the critical success factors. An ambitious plan covering everything is a sign of lacking an in-depth analysis of what is most important.
Get things done. Always keep in mind the ultimate goal and the full plan. Getting things done is the first principle. Try every means. Think out of the box. Get help from others. The plan can only be adjusted when you’ve reached your farthest borders but still failed a milestone.
Lesson
I tried to push on a campaign with high time pressure, but after a long week, it turns out that all the team doesn’t have faith in the goal or a systematic plan.
I did follow my methodology, but the problem is that I only did so at an individual level. I failed to drive the team to the level of executive power that can realize the goal.
So, I’ve drawn one lesson: the whole team must form a consensus on the goal and the methodology before setting out. Specifically, I should have done two things better.
- Communicate the necessity of the goal based on a clear strategy of the company.
- Maintain the standards of planning and implementation.
Consensus doesn’t mean everyone likes it. But the mechanism to make the decision is essential. We can formalize the mechanism as the following steps.
- Write down the goal and reasoning. Call for comments. Every participant of the following meetings must read through and think through to be prepared.
- Organize a decision meeting to discuss the goal. Once the decision is made, it is determined. There is no going back.
- Everyone writes down the milestones in a plan document.
- Organize a planning meeting and guard the quality of the document.
- Check the implementation against the document in periodic sync-ups.
The plan document is central, and the consensus must be confirmed in the decision and planning meetings. Implement it no matter whether you like it or not.
Despite the principle to be relentless, I admit my failure in the campaign since the short time window for the original goal has passed, and it costs time to change the team’s behavior, including myself. Meanwhile, it is not time to think about next time, as we are still in the process towards the refined goal. We can do better right now.
Finally, the success of realizing the goal depends on everyone’s contribution to reshaping the team’s mind and action. As a team member, no matter how successful or unsuccessful you are, you need to grow. There is always space for improvement.