[MUSIC] Hello again.

In our last segment we talked about establishing KPIs for

roles within an organization. In this video, we're going to talk about how KPIs and
goals are used to diagnose performance, and how we can use these measurements in
our coaching practice. You'll be able to explain the difference between KPIs and
goals, help your employees perform better by creating goals and define productivity
and personal development goals. In this video, we're going to talk about how KPIs
and goals are used to diagnose performance and how we can use that measurement in
our coaching practice. Okay, so we talked a lot about KPI, I want to talk to you a
little bit about goals. So the way that I distinguish the difference, right. So KPI
are those ways of measuring a role's contribution to the organization. Everyone in
the same role has the same KPI. Individual goals help us build someone's
performance within the structure of the role, right? So if I have a brand new
employee in a role, their goals would look different than someone who's been in the
job for five years, even though the job is the same. I need to help that newer
employee get ramped up and get closer to achieving higher levels of performance
than someone who theoretically's been in the job for five years. So individual
goals are an essential part of our coaching practice and how we help employees
perform. And the way that we really can help people perform through these goals is
the goals have to be thoughtful. And I want to talk about two different kinds of
goals. There are productivity goals which a lot of people might even call action
items, right. So these are things that have to be done every week, every month,
sometimes everyday in a position. They can tend to be almost tasky, very task
oriented, check box oriented. But that doesn't make them not important. So the
first thing is to kind of think about what are those goals that need to be done,
even in the position that you have, that you know you must do all the time? Those
can be productivity goals because they contribute to the overall production of the
position, and ultimately the production of the organization. The other kinds of
goals are personal development goals, and so what I'd like to do is pull one apart.
Let's say that one of the productivity goals that someone on your team has is to
produce a report every week. It's a consistent report, it must be done every week.
And in order to get that report done, your employee must gather a lot of different
information from multiple sources to compile the report. And let's say we're
working with someone who is not consistently producing the report. They're running
into time lags, they are making errors, and they are omitting or leaving out
essential parts of the report. Now there can be a lot of reasons, right? And we're
going to go through, okay, so let's apply coaching algebra. Does my employee not
know what to do, but they're willing to learn? Or does my employee know what to do
and they don't want to do it? If we assume, and just go for this case, that the
employee doesn't know what to do, but they're willing to learn, then I need to sort
of figure out, okay, what can I help them do, learn, so that they can improve their
reporting process? I might want to help them develop their prioritization skills.
That might be something that we need to develop. What kind of goal can I establish
for someone to help them improve prioritization skills? It's an interesting
comment, I'll just say as an aside, that I think a lot of folks assume that adults
are very good at prioritizing. And I have found that that is really not the case
[LAUGH]. I think a lot of us, as adults, struggle with prioritizing. And so one of
the things you might do for someone, if you want to help them develop their
prioritization skills, is you might establish some daily goals for them to work on
and to communicate with you about. So, for example, maybe for the next two weeks
they send you an email that outlines what they will get done for the day and when
they will get it done. Now that might seem a little intense, but what we're doing
through that exercise is really driving them to think about their commitments, to
think about their assignments, and to make some broader commitments to what will be
completed. It's bringing it into their attention so that it's not just escaping
them. Now the key here in the skills transfer is you really being engaged in this
process. It can't just be that they send it to you. You have to provide them
feedback, ask them questions and move them forward. That's an example of a goal
that you might do with this employee to really stretch their skill, build their
skill. And now we have not only a productivity goal related to their reporting, but
now we're complementing that with a professional or personal development goal to
help them build prioritization as a skill, right. So identifying individual goals
are as important as key performance indicators. It's how we drive their success. I
think I've said this now, several times, right? Employees do not come to us with
all the skills they need. It just doesn't happened and so, as a manager, the sooner
you can kind of identify where their strengths are and what they need to develop to
be more effective, the quicker you can help them, and the faster, of course, their
productivity will improve.

So in summary, a couple of key things to remember. KPI and goals are used to
diagnose performance issues, right, this is how we know we have something to
measure against to know how well someone is doing. KPI apply to everyone in a
specific role, so they're not based on someone else's experience or skill. Goals,
however, vary by individuals based on their experience and skill, right. There are
two types of goals. There's productivity goals and developmental goals.
Developmental goals involve helping people develop skills and insights and
perspectives that help them grow in their position. Productivity goals are very
specific to the outputs of their current position.

And the goals that we set for folks, and then revisit and talk about in our
coaching, really help to drive individual success. And when people on our team are
performing well and having success, the organization naturally benefits from that.
So these elements are so critical that we make sure we have very clear goals, that
there are some that are developmental and some that are based on productivity, and
we revisit those consistently in our coaching strategy and in our coaching
practice.