GOAL SETTING

AND VISION
CASTING
“Learning to Work Efficiently
and Effectively”

Mark Lowen M. Aguilar

WHAT IS A
GOAL?
WHAT IS A
VISION?
GAME
VISIO
N
A picture of the "preferred
future;" a statement that
describes how the future will
look if the organization achieves
its ultimate goals.
 Inspired by the teachings and tradition of
the Catholic Church, the Angeles University
Foundation envisions to emerge as a Center
of excellence in instruction, research, and
community extension services in the region
and in the global community.
GOAL
A goal is a desired result that
a person or an organization
plans and commits to
achieve.
 Guided by its vision and mission, the
University aims to:
Provide competent and dedicated faculty,
state-of-the-art facilities and relevant
curricular programs responsive to the
dynamically changing local and
international environment;
 Develop committed leaders and
professionals in various fields of
endeavor, imbued with genuine
concern for the improvement of the
quality of human life and of society in
general;
Initiateresearch and community extension
projects that are geared toward societal
transformation;
and Promote quality education that will
impart knowledge and inculcate sound
moral values as it fosters love of God,
country and fellowmen.
 To be the Top Performing and Most Admired Refinery in
Asia

We are committed to deliver sustainable excellence in

business performance by focusing on the following:
 Benefit our shareholders
 Realise the potential of our people
 Meet our customer requirements
 Maximise refinery margins
 HOW TO
CREATE A
VISION
STATEMENT?
 Define Your Future State
Ask your team to define the perfect
state of being, and then write it down
in the present tense. Why do you exist?
What’s your purpose?
 Examples:
Microsoft: “A computer on every desktop.”
Nike: “Bringing inspiration and innovation to every athlete
in the world.”
Apple: “A computer in the hands of everyday people.”
Disney: “People are happy.”
Google: “Everyone has access to the world’s information in
one click.”
   Make it Powerfully Memorable
Typically written as a short sentence or
statement, your vision should inspire. It should
be to the point and easy to remember. A well-
written vision can give you goose bumps. It
should be powerful and say “We do this” -- not
“We want to do this” or, “We’re going to
do this.”
  Keep in Synch
Your vision statement should
connect to your team or
organization’s sense and purpose.
   Gain Consensus
One of the important things in this process
is inclusion. Everybody needs to have a say
and feel a sense of ownership. After all, it’s
your team’s vision – not the president’s or
other people’s sole vision.
   Gain Consensus
One of the important things in this process
is inclusion. Everybody needs to have a say
and feel a sense of ownership. After all, it’s
your team’s vision – not the president’s or
other people’s sole vision.
 VISION
SHARING
 GOAL
SETTING
Goal setting is a formal process during
which you define targets that you plan to
achieve. When you set goals, you commit
to outcomes that you can accomplish
personally or through your team.
 GOAL
SETTING
Goal setting creates a long term vision for
your chapter, and provides the motivation to
get you there. It has the additional benefit
of helping you decide how you want to
focus your resources and spend your time.
SHORT TERM
AND LONG
TERM GOALS
By setting goals and measuring their achievement
you can:
 Focus on what is most important to accomplish
on a daily, weekly, and monthly basis.
 Provide a unified direction for your team
 Achieve more and devote less energy to
noncritical tasks
Short-term goals are achievable
within one or two months. Long-
term goals on the other hand are
achievable over the course of
several months or even years.
HOW GOALS
ARE SET
As a leader, you are responsible for
setting classroom and individual
goals. You also need to work with
your co-officers to develop their
individual goals.
The two most common methods of goal setting are
top-down and bottom-up.
Top-down goal setting: Leadership sets broad
goals, and each subordinate sets goals to support
those of the Leadership.
 Bottom-up goal setting: Subordinate develop
individual goals and the Leadership integrates them
into larger goals.
The two most common methods of goal setting are
top-down and bottom-up.
Top-down goal setting: Leadership sets broad
goals, and each subordinate sets goals to support
those of the Leadership.
 Bottom-up goal setting: Subordinate develop
individual goals and the Leadership integrates them
into larger goals.
WHAT MAKE
GOALS
EFFECTIVE?
 Goals are your roadmap, so they must be clear and easy
to understand. Effective goals:
 Are written down in specific terms, have time frames,
and are measurable.
 Yield a payoff that you value. You must buy into the
goal; otherwise, you will lose your motivation when you
hit obstacles.
 Are driven by organizational strategy and direction, and
are important to the organization.
 Are achievable but challenging, and provide room for
growth.
STEPS FOR
SETTING
GOALS
 IDENTIFY POTENTIAL
GOALS
 Evaluate the needs of your organization
 Include relevant members, officers, and
advisors in the goal setting process.
 Do not worry about constraints or
execution. Just brainstorm goal ideas.
 PRIORITIZE AND SELECT YOUR
GOALS
 Identify criteria for prioritizing your goals. For example,
which goals will contribute the most growth?
 Review your list of goals and use your criteria to rank
them according to their level.
 1: Those goals having high value and primary concern
 2: Those goals having medium value and secondary
importance.
 3: Those goals having little value and little importance.
 PRIORITIZE AND SELECT YOUR
GOALS
Create a detailed, written description of each goal, using
the SMART criteria as a guideline.
 Specific. You can describe the details.
 Measurable. You can measure the goal using either
quantitative or qualitative assessments.
 Achievable. You can achieve the goal.
 Realistic. The goal is realistic given existing constraints,
such as time and resources.
 Timebound. You must achieve the goal within a specified
time frame.
PLAN HOW YOU WILL ACHIEVE YOUR
GOALS
 Identify the key projects that will help you achieve
each goal.
 Determine which projects need to be completed
sequentially, and put those in order. If there are
projects that can be completed simultaneously,
incorporate them into your plan accordingly.
 Determine what resources (money, people, tools) are
needed to carry out each project.
PURSUE YOUR GOALS, MONITORING
PROGRESS ALONG THE WAY
 Work from your own daily and weekly schedules, and from
your team’s overall work-plan.
 Make clear your expectations, level of input, and time frame
for each project.
 As you reach milestones, reviewing upcoming projects and
required resources.
 Check off completed projects as they occur.
 As you progress, update everyone involved in achieving
goals.
PURSUE YOUR GOALS, MONITORING
PROGRESS ALONG THE WAY
 Step back periodically and assess whether your goals are
still realistic, timely, and relevant.
 If reaching any of the goals no longer creates value, revise
it. However, be sure to get buy-in from your team and
leadership.
 When you feel you have reached your goal, confirm that
others agree that the goal has been accomplished and the
impact achieved.
 Identify what was successful and what you would change
in the future. Record both!
 GOAL
SETTING
ACTIVITY