Use a scorecard, stoplight report, or another tool to visually present yearly goals. This tool can be used in meetings to show the progress toward goals and make necessary adjustments if progress isn’t being made. Achieving goals becomes more likely if we have a constant focus on the actions being taken to attain success.

As new technology becomes rapidly introduced, it’s a good idea to revisit processes you use to execute your daily work. Analyze which tasks take you the most time, or cause you the most stress, and look for ways to improve the process for greater efficiency.

Create a list of your accomplishments since you’ve begun your career. What awards or recognition have you received? What impactful results have you reached? Use numbers and analytics to show impact when applicable.

To illustrate to teams the value of their service, it’s critical to measure progress, gather feedback and share that information with employees and customers. Having conversations about those numbers will enable you to identify opportunities for improvement. These conversations facilitate how to get better at providing stakeholders with unmistakable value.

After the employee engagement survey results are calculated, gather your team and talk about the results. What ideas does the team have for improving the lowest items? What items are most important to them? After you’ve recorded their priorities, develop an action plan to present to the team. When leaders are transparent with their action plans, teams know their leader is committed to increasing their engagement levels.

Employees often cite ‘poor communication’ as a workplace barrier. This doesn’t mean that they want MORE communication. They are looking for clear, quality communication that provides them with feedback and direction. Think about how many emails or messages you send, calls you make, and meetings you hold each week. Are they all really necessary and is the purpose clear? How can you reduce the quantity while increasing the quality of those communications?

What is important to the organization’s stakeholders? Do you gather feedback from the stakeholders (the physical community that surrounds the organization, its investors, its customers, anyone that benefits from the service it provides)? Analyze stakeholder feedback to develop a plan to communicate openly with stakeholders based on the information they want to hear. Stakeholders want honest updates from the source.

Collecting data is meaningless if we aren’t analyzing the data for opportunities and improvements. After data has been collected, analyzed, and shared, develop an action plan using information from these discussions. Set a challenging but achievable goal. Resist the temptation to set too many goals and stick to 1-3 to focus on.

After we have gathered data, it’s important to close the feedback loop and share the results with our organization’s stakeholders, such as employees and the community. Conversations with stakeholders around the data provide opportunities to gain additional information and identify wins, gaps, and possible strategies for reducing gaps.

The quality of the data is much more important than the quantity. Are you collecting the data that is most important for the organization? Are you using the data that’s being collected? Align the data to the organization’s goals to focus on what matters most and eliminate unnecessary data collection.

Are the organization’s broad goals converted into measurable annual goals? What actions are necessary to accomplish those annual goals? Who owns those actions? Setting and communicating defined annual goals as an executive leader is a vital first step to achieve organization-wide alignment. Team leaders can then determine what quarterly priorities will define success and which of their team members will be responsible for taking action. Progress and results are reported back to the executive leader in relation to the annual plan.

Prepare a plan with an aspiring leader this week. It’s recommended for the professional development plan to include goals, objectives to meet those goals, criteria for completion, and a timeline. Using specific, measurable goals, rather than vague goals like “improve communication,” we can better track progress and identify areas with further development needs.

Conduct a SMART goal audit to confirm the alignment of goals with organizational strategy and leadership expectations. Starting with your goal statement, identify the specific action verb. Next, describe the unit of measure and the data source. Then, determine how you know the goal is achievable, yet challenging. Do you have a baseline for evidence? Identify the strategic priority the goal is aligned to and the time frame for completion.

Collecting data has a specific purpose. The type of data collected and the tool used for collection is determined by the issue, problem, or challenge to be addressed. Start by identifying one goal that the team or organization wants to achieve. What data is needed to understand the current state, set a challenging goal, and measure the progress? Collecting the right data and using it for improvement is essential to increasing performance.

Using the recognition tracking form or a similar process, record who you’ve acknowledged and why. If you supervise others, track who recognizes who and why. This allows you to see who and what is being recognized as well as performance trends.

What does your organization value? How do you role-model one of the values? How do those you work with role-model this value? How can your organization strengthen its commitment to living out the values?

It is most effective to schedule a strategy meeting after data needed to inform the work are available. We use data that informs progress toward the goal to make a judgement about how well we are executing strategic actions to accomplish the goal.

Take the extra step to find out what each of your teammates value when being recognized and reward them with it.

Adopt and commit to an objective, measurable, leader evaluation tool and hold leaders accountable for the results.

Make your stakeholders aware of the current status and the future target of your organization. Be honest and transparent to change your results. After meeting, ask stakeholders to fill out a survey or other form of written feedback.

To improve the performance of your team, observe and review behaviors of low performing teams as well as those of high performing teams. By observing low performing teams you learn what not to do.

Value your listening and reading time at roughly 10 times your talking time on the road to continuous learning and self-improvement. Estimate how much time you spend talking each day and set a goal to lower that number.