CHAPTER 8

EVALUATION AND CONTROL

 ALIGNING OBJECTIVES

• SMART OBJECTIVES

• A SMART OBJECTIVE IS ONE THAT IS SPECIFIC,

MEASURABLE, ACHIEVABLE, RELEVANT, AND TIME-
BOUND. SMART OBJECTIVES PROVIDE THE DETAILS FOR
HOW A GROUP OR ORGANIZATION WILL ACHIEVE A
GOAL.
•SPECIFIC
• SPECIFIC OBJECTIVES:
• ARE PRECISE
• ARE CLEAR TO TEAM, PARTNERS, AND OTHER GROUPS
• USE PLAIN LANGUAGE AND AVOID JARGON
• USE VERBS THAT DOCUMENT ACTION
• PROMPTS TO CONSIDER WHEN WRITING SPECIFIC OBJECTIVES INCLUDE:
• WHO: WHO WILL BE IMPACTED? WHO IS YOUR FOCUS POPULATION?
• WHAT: WHAT DO YOU INTEND TO IMPACT?
• NOTE THAT NOT ALL OF THESE QUESTIONS WILL APPLY TO EVERY OBJECTIVE.
• EXAMPLE: REDUCE THE PERCENT OF TUBMAN COUNTY STUDENTS IN GRADES 6 THROUGH 12 WHO
HAVE SMOKED CIGARETTES IN THE PAST 30 DAYS.
•MEASURABLE
• HOW WILL WE SHOW IMPACT OVER TIME? USE A MEASURE, TO SHOW PROGRESS TOWARD A TARGET:
• MEASURE: A MEASURE IS A NUMBER, PERCENT, OR STANDARD UNIT USED AS A REFERENCE POINT FROM WHICH CHANGE CAN BE
MONITORED.
• TARGET: A TARGET IS THE DIRECTION WE WANT TO MOVE THE MEASURE, OR THE LEVEL WE WANT TO REACH.
• DATA SOURCE: BE SURE TO TIE YOUR MEASURE AND TARGET TO A SPECIFIC DATA SOURCE, LIKE A REGULAR SURVEY OR PUBLICATION, OR
A STATE OR LOCAL AGENCY.
• PROMPTS TO CONSIDER WHEN WRITING MEASURABLE OBJECTIVES INCLUDE:
• HOW MUCH AND IN WHAT DIRECTION WILL CHANGE OCCUR?
• WHAT DATA WILL YOU USE TO MEASURE?
• WHERE WILL THIS DATA COME FROM?
• IS THERE A STAND-IN OR PROXY MEASURE TO USE IF YOU CANNOT DIRECTLY MEASURE THIS OBJECTIVE? IF NOT, WOULD ANOTHER
MEASURE BE MORE APPROPRIATE INSTEAD?
• EXAMPLE: DECREASE BY 5 PERCENTAGE POINTS THE NUMBER OF TUBMAN COUNTY STUDENTS IN GRADES 6 THROUGH 12 WHO HAVE
SMOKED CIGARETTES IN THE PAST 30 DAYS (BASELINE: 18%; DATA SOURCE: 2019 MINNESOTA STUDENT SURVEY).
•TIME-BOUND
• TIME-BOUND OBJECTIVES ATTACH A REASONABLE DATE BY WHICH AND OBJECTIVE WILL HAPPEN.

• NOT TOO SOON: GIVE ENOUGH TIME TO DEMONSTRATE SUCCESS AND/OR THE CONNECTION BETWEEN ACTION AND OUTCOME
• NOT TOO FAR AWAY: DON'T ENCOURAGE PROCRASTINATION, OR REMOVE THE ABILITY TO CONNECT THE DOTS BETWEEN ACTION AND OUTCOME
• CONSIDER WHEN DATA WILL BE AVAILABLE: MAY DETERMINE YOUR TIME FOR YOU

• PROMPTS TO CONSIDER WHEN WRITING TIME-BOUND OBJECTIVES INCLUDE:

• IS THIS TIME FRAME REALISTIC?

• SHOULD IT BE CLOSER? SHOULD IT BE FURTHER AWAY?
• WHEN WILL THE DATA BE AVAILABLE?

• EXAMPLE: BY DECEMBER 31, 2022, DECREASE BY 5 PERCENTAGE POINTS THE NUMBER OF TUBMAN COUNTY STUDENTS IN GRADES 6 THROUGH
12 WHO HAVE SMOKED CIGARETTES IN THE PAST 30 DAYS (BASELINE: 18%; DATA SOURCE: 2019 MINNESOTA STUDENT SURVEY).
• ACHIEVABLE
• OBJECTIVES SHOULD BE WITHIN REACH FOR YOUR PARTNERS, COMMUNITY, OR TEAM, AND CONSIDER AVAILABLE
RESOURCES, KNOWLEDGE, AND TIME. REMEMBER, CONSIDERING WHAT'S ACHIEVABLE FOR YOUR TEAM OR
ORGANIZATION OFTEN REQUIRES THOUGHT AND DISCUSSION.
• PROMPTS TO CONSIDER WHEN WRITING ACHIEVABLE OBJECTIVES INCLUDE:
• HOW WILL THE GROUP ACCOMPLISH THIS OBJECTIVE?
• DOES THE CURRENT TIME FRAME OR ENVIRONMENT HELP OR HINDER THIS OBJECTIVE? SHOULD WE SCALE THE TARGET
OR TIME FRAME UP OR DOWN?
• WHAT RESOURCES WILL HELP US ACHIEVE THIS OBJECTIVE? WHAT LIMITATIONS OR CONSTRAINTS STAND IN OUR WAY?
•RELEVANT
• RELEVANT OBJECTIVES ALIGN WITH A CORRESPONDING GOAL AND WITH AN ORGANIZATION OR
GROUP'S MISSION, VISION, AND VALUES. THEY'RE IMPORTANT TO PARTNERS, COMMUNITY
MEMBERS, AND DECISION-MAKERS, AND THEY HELP ACHIEVE MEANINGFUL CHANGE FOR FOCUS
POPULATIONS.
• PROMPTS TO CONSIDER WHEN WRITING RELEVANT OBJECTIVES INCLUDE:
• WILL OBJECTIVE CONTRIBUTE TO ACHIEVING GOAL?
• IS IT WORTHWHILE AND MEANINGFUL TO MEASURE THIS OBJECTIVE?
 STRATEGIC IMPLEMENTATION

• STRATEGY IMPLEMENTATION IS THE ACT OF EXECUTING A PLAN TO REACH THE

DESIRED GOAL OR SET OF GOALS.

• IT IS ALSO THE PROCESS OF TURNING YOUR STRATEGIC PLAN INTO ACTION.

5 ELEMENTS FOR SUCCESSFUL STRATEGY IMPLEMENTATION

• 1. CLARITY
• HOW CLEAR IS YOUR STRATEGIC PLAN? DO YOUR STAFF MEMBERS UNDERSTAND WHAT IT
ENTAILS AND HOW EACH ASPECT RELATES TO THE OTHER? ONE OF THE BEST WAYS TO ENSURE
A SUCCESSFUL STRATEGY IMPLEMENTATION IS BY MAKING IT AS STRAIGHTFORWARD AS
POSSIBLE FOR EVERYONE TO QUICKLY GRASP.
• INVEST IN ENSURING THAT YOUR TEAM MEMBERS FULLY UNDERSTAND THE STRATEGY AND
WHAT IT AIMS TO ACHIEVE. TO HELP YOU WITH THIS, CONSIDER WORKING WITH VISUAL
EXPLANATIONS WHEN ADDRESSING YOUR TEAM ABOUT THE STRATEGIC PLAN.
• 2. ALIGNMENT

• DOING THE RIGHT THING IS ESSENTIAL FOR SUCCESSFUL STRATEGY IMPLEMENTATION. OF

COURSE, MANY WOULD ARGUE THERE IS NO RIGHT OR WRONG THING, BUT I BEG TO DIFFER. IF
AN EMPLOYEE WORKS ON TASKS THAT MOVE YOU CLOSER TO YOUR GOAL, THAT’S A PLUS.
• HOWEVER, IF THEY ARE WORKING ON SOMETHING DIFFERENT THAT DEVIATES FROM YOUR
PRIMARY GOAL, IT SETS YOU BACK AND DERAILS YOUR PROGRESS WHEN EXECUTING YOUR
STRATEGY. IN MOST CASES, THIS HAPPENS WHEN YOU HAVE DIFFERENT TEAMS WORKING FOR
YOU IN MOST CASES.
• 3. ACCOUNTABILITY
• HOW DO YOU KEEP YOURSELF AND YOUR STAFF ACCOUNTABLE WHEN WORKING TO IMPLEMENT
YOUR STRATEGIC PLAN? FIRST, YOU NEED TO DEVELOP SYSTEMS THAT ALLOW YOU TO BRING
ACCOUNTABILITY TO YOUR TEAM MEMBERS.
• SET UP COMMUNICATION CHANNELS THAT ALLOW YOU TO CHECK IN ON YOUR MEMBERS’
PROGRESS EACH WEEK. ADDITIONALLY, INVEST IN YOUR MEMBERS’ BY PROVIDING COACHING
AND CONSTRUCTIVE FEEDBACK.
• TAKING TIME TO POINT OUT WHAT YOUR STAFF MEMBERS ARE DOING AND COMMENDING THEIR
EFFORTS WILL SOLIDIFY THEIR ROLE IN THE ORGANIZATION. IN ADDITION, THIS MOTIVATES THEM
TO STRIVE MORE TO ENSURE THE SUCCESSFUL IMPLEMENTATION OF YOUR STRATEGY.
• 4. TRACKING
• IS YOUR STRATEGY IMPLEMENTATION PROVIDING THE RESULTS YOU ENVISIONED? AS YOU
IMPLEMENT SOME OF THE TASKS AND PROJECTS IN YOUR STRATEGY, YOU’LL START SEEING
RESULTS FAIRLY QUICKLY. WITH THESE RESULTS, YOU CAN GAUGE WHETHER WHAT YOU ARE
DOING IS GETTING YOU CLOSER TO YOUR GOAL OR NOT.
• WHEN DEVELOPING YOUR STRATEGIC PLAN, YOU WOULD HAVE DEFINED YOUR SPECIFIC KEY
PERFORMANCE INDICATORS (KPIS). THESE KPIS HELP YOU MEASURE YOUR PROGRESS
OBJECTIVELY AND DETERMINE WHETHER YOUR STRATEGY NEEDS TO CHANGE OR SHOULD BE
MAINTAINED.
• 5. COMMITMENT
• THE SUCCESSFUL IMPLEMENTATION OF YOUR STRATEGY WILL REQUIRE YOU TO BE COMMITTED
TO IT AND THE DIFFERENT PROJECTS AND TASKS IT ENTAILS. COMMITMENT BEGINS WITH THE
HIGHER-UPS AND TRICKLES DOWN TO THE EMPLOYEES.
• WITH THIS IN MIND, ENSURE THAT YOU PORTRAY YOUR COMMITMENT TO THE
ORGANIZATION’S STRATEGY FOR ALL YOUR STAFF MEMBERS TO EMULATE. DOING THIS ALSO
ALLOWS YOUR EMPLOYEES TO BUY INTO THE ORGANIZATION’S STRATEGY AND WORK
DILIGENTLY TO EXECUTE IT.
 EVALUATION AND CONTROL

• PREMISE CONTROL:
• PREMISE CONTROL IS ONE TYPE OF STRATEGIC CONTROL THAT FOCUSES ON THE ASSUMPTIONS OR
PREMISES UPON WHICH A STRATEGIC PLAN IS BASED. THESE ASSUMPTIONS COULD BE ABOUT
EXTERNAL AND INTERNAL FACTORS SUCH AS MARKET TRENDS, CONSUMER BEHAVIOR,
COMPETITION, POLITICAL ENVIRONMENT, LEGAL REGULATIONS, TECHNOLOGICAL ADVANCEMENTS,
ETC.
• CONSIDER A COMPANY THAT HAS DEVELOPED A STRATEGIC PLAN BASED ON THE PREMISE THAT
THERE WILL BE STEADY ECONOMIC GROWTH IN ITS KEY MARKETS OVER THE NEXT FIVE YEARS. THE
COMPANY’S PRODUCT DEVELOPMENT, MARKETING, AND EXPANSION STRATEGIES ARE BASED ON
THIS ASSUMPTION.
• IMPLEMENTATION CONTROL:
• IMPLEMENTATION CONTROL IS A TYPE OF STRATEGIC CONTROL THAT FOCUSES ON EXECUTING
THE STRATEGIC PLAN. IT IS USED TO ENSURE THAT THE ACTIVITIES ARE LEADING TO THE
DESIRED STRATEGIC OUTCOMES AND TO DETECT ANY PROBLEMS OR DEVIATIONS AS EARLY AS
POSSIBLE. THIS CONTROL CAN PROVIDE TIMELY INFORMATION ABOUT THE PROGRESS AND
IDENTIFY WHEN A STRATEGY IS NOT TURNING OUT AS EXPECTED.
•STRATEGIC SURVEILLANCE:
• STRATEGIC SURVEILLANCE IS A TYPE OF STRATEGIC CONTROL THAT INVOLVES BROAD-BASED AND GENERAL
MONITORING OF EVENTS INSIDE AND OUTSIDE THE ORGANIZATION. THE PURPOSE IS TO UNCOVER EVENTS OR
TRENDS THAT WERE UNEXPECTED, AND THAT MIGHT IMPACT THE STRATEGY OF THE ORGANIZATION.
• STRATEGIC SURVEILLANCE IS NOT FOCUSED ON ANY SPECIFIC AREA BUT’S DESIGNED TO DETECT UNEXPECTED
EVENTS THAT COULD AFFECT THE ORGANIZATION’S STRATEGY. THIS COULD INCLUDE CHANGES IN THE POLITICAL
OR REGULATORY ENVIRONMENT, NEW TECHNOLOGICAL ADVANCEMENTS, CHANGES IN CONSUMER BEHAVIOR,
MARKET CONDITIONS SHIFTS, OR COMPETITORS’ MOVES.
• FOR INSTANCE, SUPPOSE A COMPANY IS IN THE TECH INDUSTRY. THE STRATEGIC SURVEILLANCE PROCESS IN THIS
COMPANY WOULD LIKELY INVOLVE KEEPING A CLOSE EYE ON NEW TECHNOLOGICAL ADVANCEMENTS AND
COMPETITIVE ACTIONS. IF A MAJOR COMPETITOR RELEASES A GROUND-BREAKING NEW PRODUCT, THE
COMPANY, THROUGH ITS STRATEGIC SURVEILLANCE, WOULD DETECT THIS AND THEN COULD REASSESS ITS
PRODUCT DEVELOPMENT STRATEGIES IN RESPONSE.
THE END