Goal Setting FG Look Inside

G OA L S E TTIN G
Fa ci l i t ation Ins tructions
Susan Fowler
Drea Zigarmi
Ken Blanchard
GOAL SETTING
Facilitation INSTRUCTIONS
Product Developer
Kim King
Authors
Susan Fowler
Drea Zigarmi
Ken Blanchard
Production Artists
Kara Meredith
Kim King
Vanessa Gagos
Art Director
Beverly Haney
Project Manager
Kim King
Brand Manager
Victoria Cutler
Proofreaders
Carey Nash
Linda Hulst
DAndra La Pierre
Ken Blanchard first developed Situational Leadership with Paul Hersey in the late 1960s. In 1985, Blanchard
and the Founding Associates of TheKen Blanchard Companies Marjorie Blanchard, Don Carew, Eunice
Parisi-Carew, Fred Finch, Laurence Hawkins, Drea Zigarmi, and Patricia Zigarmicreated a new generation of
the theory called Situational Leadership II. The leadership model used in this product is based onthe Founding
Associates second generation thinking and research, andis used with their permission.
Situational Leadership is a registered trademark of Leadership Studies, Inc.
Copyright 2012 by The Ken Blanchard Companies. All rights reserved. Do not duplicate.
These materials have been designed to develop specific knowledge and skills and have been thoroughly
tested to ensure their effectiveness. They represent the proprietary intellectual property of The Ken Blanchard
Companies and are protected under international copyright law. These materials may not be reproduced in
whole or in part in any form without the prior written permission of The Ken Blanchard Companies.
Environmental Statement
The Ken Blanchard Companies strives to conserve natural resources by minimizing
consumption of resources and energy, reducing emissions, and increasing awareness
so that future generations will inherit a healthy, sustainable planet.
Global Headquarters USA +1 760 489-5005 800 728-6000 Fax +1 760 489-8407
UK +44 (0) 1483 456300 Canada +1 905 829-3510 800 665-5023 Singapore +65 6775 1030
www.kenblanchard.com
Item # 18014
V033012
GOAL SETTING
FACILITATION INSTRUCTIONS
Table of Contents
Preface.............................................................................................................. v
Preparation
Training Preparation . ........................................................................................1
Goal Setting Materials.......................................................................................2
Tools for Success................................................................................................3
Goal Setting Training Design..............................................................................5
Goal Setting Visual Aids Overview.....................................................................9
Goal Setting PowerPoint Slides.......................................................................10
Goal Setting Flip Charts...................................................................................16
Activities
Activity 1: Session Lead-In.................................................................................1
Activity 2: Welcome and Introductions..............................................................3
Activity 3: Obstacles and Benefits......................................................................5
Activity 4: Learning Objectives..........................................................................9
Activity 5: KRA, Goal, and Task Statement SortPart 1..................................13
Activity 6: KRA, Goal, and Task Statement SortPart 2..................................17
Activity 7: Maria Hernandez Case Study..........................................................21
Activity 8: SMART Goals.................................................................................29
Activity 9: In Your Own Words........................................................................45
Activity 10: SMART Goal Skill Practice.............................................................47
Activity 11: Action Planning.............................................................................53
Activity 12: Closing..........................................................................................55
2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # 18014 V033012
iii
GOAL SETTING
Preface
As a facilitator of this half-day session, your role is two-fold. Clearly, you are tasked to
improve the goal setting competence of managers and self-leaders. But, perhaps even
more importantly, your job includes building their commitment to goal setting.
Think about this: Goal setting unleashes the hope of opportunity and the power of
action. So, why is it that the people in your organization arent more excited about
setting goals? In this workshop, participants are asked to consider the obstacles to
goal settingand there are manynot the least of which is that most people do not
know how to set meaningful, effective goals. You will also ask participants to consider
the benefits of goal settingand there are many. When you teach participants the
skill of goal setting, you go a long way to helping them embrace the practice, but the
way you teach the skill is what will help participants recognize and appreciate how the
benefits of goal setting outweigh the obstacles.
A few insights we hope are helpful
Realize that goal setting is an iterative processnot an exact science. When the
process is followed, more positive outcomes will result. In this workshop, the process
includes writing a goal statement and validating it using the SMART criteria.
SMART goals have been around for a long time. Theres a good chance your
organization uses the acronym. Note that we have changed the standard elements:
The S is Specific and measurable; the M stands for Motivating. This new take on
SMART allows you to use your version of SMART and enhance it with the latest
research regarding motivation and goal setting. Setting goals that can sustain
motivation over time is one of the most critical new developments for improving
goal achievement, productivity, and performance. Study the work done by Edward
Deci and Richard Ryan for a deeper understanding and appreciation for the role
motivation plays in goal setting.
Set goals. Be a goal setter. Understand the mechanics of goal setting. Embrace the
process for yourself. Teach from first-hand knowledge.
Preface
GOAL SETTING
Use the examples we have provided in the facilitator instructions and PowerPoint
to teach the goal setting process. Using metaphors for learning is the best way to
learn a processit focuses participants on the process itself, rather than getting
hung up or stuck on the content of the case study or example. The shift from
learning through metaphors to application in reality takes place during the lab
where participants practice the process and are asked to write their own goal
statements. Here it could prove helpful to prepare prototypical goal examples that
are relevant to them and their organization.
This half-day session can be built into a full day where participants take the time to
write the goals for their performance review plans.
If you think teaching goal setting might be boring, grueling, and/or painfulyou need
to trust us. Teaching people how to capture their dreams and craft them into reality is
stimulating and rewarding. When you teach leaders how to do that with their direct
reports, you are beginning to create a legacy of motivated and productive employees.
It doesnt get much better than that!
Susan Fowler
Drea Zigarmi
Ken Blanchard
vi
GOAL SETTING
Goal Setting Training Design

Activity
Title
Minutes
Session Lead-In
Welcome and Introductions
Obstacles and Benefits
Learning Objectives
KRA, Goal, and Task Statement SortPart 1
20
15
Maria Hernandez Case Study
20
Break
10
SMART Goals
60
In Your Own Words
10
Break
10
10
SMART Goal Skill Practice
65
11
Action Planning
14
12
Closing
11
Total Training Time

Schedule
15
5
10
5
4 hours 30 minutes
(includes Breaks)
Preparation
Activity
GOAL SETTING
Description
Minutes
Schedule*
Session Lead-In
Ask participants to identify goals that are
relevant to them for use during the session.
15
8:15 a.m.8:30 a.m.

12:45 p.m.1:00 p.m.

Welcome and conduct participant introductions. 5
8:30 a.m.8:35 a.m.

1:00 p.m.1:05 p.m.

Ask participants to discuss their thoughts about
possible obstacles and challenges to goal setting.
Next, discuss the benefits to goal setting. Share
the rubber band analogy.
10
8:35 a.m.8:45 a.m.

1:05 p.m.1:15 p.m.
Learning Objectives
Review purpose of the workshop and present
learning outcomes. Present workshop norms.
Review logistics. Introduce Ideas, Insights,
and Intentions.
5
8:45 a.m.8:50 a.m.

1:15 p.m.1:20 p.m.

Introduce and define KRA, Goal, and Task
Statements. Introduce the game plan. Ask
partners to sort 20 statements into either KRA,
Goal, or Task categories.
20
8:50 a.m.9:10 a.m.

1:20 p.m.1:40 p.m.

Ask participants to deepen their learning by
once again sorting the 20 statements into four
topic groupsProduction, Health, Sales, and
Training. Reinforce the importance of knowing
the differences between KRA, goal, and task.
15
9:10 a.m.9:25 a.m.

1:40 p.m.1:55 p.m.
Maria Hernandez Case Study

Introduce the case study that uses baseball as
the subject. Present the case study resources.
Ask partners to write an Achieve Outcome When
goal statement for Maria. Ask pairs to share
statements with the large group.
20
9:25 a.m.9:45 a.m.

1:55 p.m.2:15 p.m.

Break
9:45 a.m.9:55 a.m.

2:15 p.m.2:25 p.m.

10
* Two schedules are given: one is for a morning workshop, and the other is for an afternoon workshop.
Preparation
GOAL SETTING
Activity
Description
Minutes
Schedule
SMART Goals
Present the five fundamentals of SMART
goal setting. Introduce SMART Questions
cards. Conduct five skill practice rounds to
allow partners to answer SMART Questions
and revise their goal statement for Maria.
60
9:55 a.m.10:55 a.m.

2:25 p.m.3:25 p.m.
In Your Own Words

Ask participants to stand up and share
with a partner their key learning from
the previous activities. Conduct three rounds
of sharing, asking participants to repeat each
persons key point with each round.
10
10:55 a.m.11:05 a.m.

3:25 p.m.3:35 p.m.

Break

10
11:05 a.m.11:15 a.m.

3:35 p.m.3:45 p.m.
10

SMART Goal Skill Practice

Ask participants to identify a KRA relevant to
them. Ask them to write the KRA in the form
of an Achieve Outcome When goal statement.
Have partners provide guidance to each other to
revise their KRA statement using the SMART
Questions cards. Ask participants to use the
SLII Leadership Styles 3 and 2 with their partner.
Review the leadership styles if necessary.
Review extra credit from partners who write
Performs Activity How task statements.
65
11:15 a.m.12:20 p.m.

3:45 p.m.4:50 p.m.
11

Action Planning
Ask participants to create an action plan that
identifies what ideas or behaviors they will
commit to using in the next two weeks. Conduct
sharing of action plans with table groups.
14
12:20 p.m.12:34 p.m.

4:50 p.m.5:04 p.m.
12

Closing
Ask participants to reflect on and record their
key learnings from the session. Ask for volunteers
to share key insights. Summarize and close the
session.
11
12:34 p.m.12:45 p.m.

5:04 p.m.5:15 p.m.
Preparation
GOAL SETTING
Activity 1
15
Session Lead-In
Purpose
Participants identify goals

that are meaningful to them
as a way to reinforce the
workshops relevance.
1. Conduct Session Lead-In
large group
minutes
15 min.
Display visual aid 1Goal Setting Challenge.
Greet participants as they enter the room and direct them to

sit at a table.
Refer to workbook page 1Goal Setting Challenge.
Ask participants to complete the tasks listed on the visual aid
before the workshop begins.
ACTIVITIES
GOAL SETTING
Activity 2

Purpose
Participants are welcomed

and engage in a discussion as
a way of creating an active
and participative environment
from the beginning.
1. Introduce Workshop
minutes
large group
1 min.
Display visual aid 2Welcome.
Welcome participants to Goal Setting.

Introduce yourself.
Give this direction
Welcome to the Goal Setting workshop. I am going to ask you a
series of questions and, as I ask each question, please raise your
hand if the answer is yes.
Ask these questions
Do you have a current personal or professional goal that is
demotivating or getting you down just thinking about it?
Do you have a personal or professional goal you want to achieve
over the next six months?
Do you manage or supervise someone who has a goal that is
demotivating or getting them down?
Do you manage or supervise someone who has a personal or
professional goal they want to achieve over the next six months?
Do you need a goal?
Do you manage someone who needs a goal?
ACTIVITIES
Activity 2: Welcome and Introductions
GOAL SETTING
Make these remarks

The reason I asked you these questions is because most of us either
have or need a goal, or manage people who have or need goals.
Goals are a reality and a necessity of organizational life.
Yet, as common as goal setting isor should bemost of us can
do a much better job of bringing meaning to the process. That is
why we are here todayto learn how to be more effective at goal
setting and to bring meaning to the process.
2. Set Up Introductions Activity
large group
1 min.
Make these remarks

Id like you to take a few minutes to become better acquainted
with the others at your table. Introduce yourself and share with
your table group either a current goal you have identified as being
challenging or demotivating to you or a goal that you would like to
achieve in the next six months.
3. Conduct Introductions Activity
ACTIVITIES
small groups
3 min.
GOAL SETTING
Activity 3
10

Purpose
Participants discuss the

obstacles and benefits of goal
setting as a way to shift their
potentially unenthusiastic
feelings about goal setting
by first acknowledging their
challenges and negative
opinions, and then by
highlighting potential
benefits.
P r e pa r a t i o n
1. Set Up Obstacles Discussion
minutes
large group
1 min.
Display visual aid 3Consider This What is the problem

with goal setting?
Have a rubber band available

to use in step 4.
Reference
Visual aid 3 is a four-part
build. Click to reveal each of
the bulleted questions.
Ask these questions

Why dont most leaders set effective goals? Why do people
find goal setting so difficult? What are some of the obstacles to
effective goal setting?
Refer to workbook page 2Consider This .
Give this direction
Take a minute to record your responses to these questions in your
workbook on page 2.
2. Conduct Obstacles Discussion
large group
3 min.
Allow a minute for participants to record their answers.

Ask this question
What obstacles did you identify?
ACTIVITIES
Activity 3: Obstacles and Benefits
GOAL SETTING
Elicit responses, such as

Not enough time
Objectives from management are unclear
Dont have enough information to set goals
Dont want to run the nonprofit like a business
Waste of time
Dont know how
Dont see the value in it
Constant changes make goals irrelevant
Make these remarks
The list of reasons not to set goals is a good, long list. No wonder
people prefer not to set goalsespecially in the workplace
where they may seem like a waste of time or an opportunity for
highlighting failures.
3. Set Up Benefits Discussion

Reference
Visual aid 4 is a two-part
build. Click to reveal the
subcategories.
ACTIVITIES
large group
1 min.
Display visual aid 4Consider This What are the benefits

of goal setting?
GOAL SETTING
Ask these questions

Why bother to set goals? What are the benefits of goal setting
from the perspective of the individual, the leader, and the
organization?
Refer again to workbook page 2Consider This .
Give this direction
Take a minute to record your responses in your workbook.
4. Conduct Benefits Discussion
large group
4 min.
Allow a minute for participants to record their answers.

Ask this question
What did you come up with for the benefits of goal setting?
Elicit responses, such as
A goal gives you a place to start
Without a goal, there is little hope for positive action
Objectives put your time into perspectiveyou know what is
important and what isnt
Goals help you assert your intentions when others are
demanding a piece of your time
Reference
Use a rubber band to provide
this example. If you dont
have one, you can use an
imaginary rubber band to
simulate the demonstration.
Reinforce these ideas

Another important reason for setting goals is that goal setting
sets up creative or dynamic tension that spurs you or others into
action. Here is an example: As I stretch this rubber band, imagine
the end of my left hand represents my current reality and the end
in my right hand represents the outcome I wantthe end result
of achieving my goal. Simply by setting a goal, I create a dynamic
tension.
ACTIVITIES
Reference
If participants are familiar
with the Situational
Leadership II or Needs
Models, reinforce that it is
difficult, if not impossible,
to diagnose an individuals
development level without a
clear goal. A good diagnosis
demands a good goal.
GOAL SETTING
Make these remarks

These are excellent reasons to set goalsespecially the notion that
if you are managing others you need to begin the development and
coaching process by agreeing on goals and expectations.
Whether the tension is in this rubber band, or in my life as a goal,
what does nature want to do with that tension? Release it. To
release the tension in this rubber band, I have two choices. I can
let go of my goalby releasing the end from my right hand. That
can hurt! What may hurt even more is that by releasing the goal, I
have not changed my current reality. I am stuck where I started.
The other choice I have is to follow what has been called the path of
least resistance. Notice as I move my left hand closer to my right,
that I am releasing the tension. But, unlike the first scenario, I
have moved closer to my goal and dramatically changed my current
reality.
If you are looking to create or control changes in your life, set a
goal and follow the path of least resistance. As a manager, being
an effective goal setter is a huge step toward more motivated and
passionate employees.
5. Summarize Activity
large group
1 min.
Make these points

Although the list of potential benefits may not be as long as the list
of potential obstacles, we hope you recognize that the positives of
goal setting are so powerful that they outweigh the negatives. If
that is not apparent yet, we hope to make the case for setting goals
by the end of the session.
ACTIVITIES

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G OA L S E TTIN G

Fa ci l i t ation Ins tructions

Situational Leadership is a registered trademark of Leadership Studies, Inc.

Goal Setting Training Design

Welcome and Introductions

Obstacles and Benefits

KRA, Goal, and Task Statement SortPart 1

KRA, Goal, and Task Statement SortPart 2

Maria Hernandez Case Study

In Your Own Words

SMART Goal Skill Practice

Total Training Time

8:15 a.m.8:30 a.m.

Welcome and Introductions

8:30 a.m.8:35 a.m.

Obstacles and Benefits

8:35 a.m.8:45 a.m.

8:45 a.m.8:50 a.m.

KRA, Goal, and Task Statement SortPart 1

8:50 a.m.9:10 a.m.

KRA, Goal, and Task Statement SortPart 2

9:10 a.m.9:25 a.m.

Maria Hernandez Case Study

9:25 a.m.9:45 a.m.

9:45 a.m.9:55 a.m.

9:55 a.m.10:55 a.m.

In Your Own Words

10:55 a.m.11:05 a.m.

11:05 a.m.11:15 a.m.

SMART Goal Skill Practice

11:15 a.m.12:20 p.m.

12:20 p.m.12:34 p.m.

12:34 p.m.12:45 p.m.

Participants identify goals

1. Conduct Session Lead-In

Display visual aid 1Goal Setting Challenge.

Greet participants as they enter the room and direct them to

Welcome and Introductions

Participants are welcomed

Display visual aid 2Welcome.

Welcome participants to Goal Setting.

Make these remarks

2. Set Up Introductions Activity

Make these remarks

3. Conduct Introductions Activity

Obstacles and Benefits

Participants discuss the

1. Set Up Obstacles Discussion

Display visual aid 3Consider This What is the problem

Have a rubber band available

Ask these questions

2. Conduct Obstacles Discussion

Allow a minute for participants to record their answers.

Elicit responses, such as

3. Set Up Benefits Discussion

Display visual aid 4Consider This What are the benefits

Ask these questions

4. Conduct Benefits Discussion

Allow a minute for participants to record their answers.

Reinforce these ideas

Make these remarks

Make these points

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