Teamwork and Goal Setting

Joe Shuchat, Founder and President of Winning Identity


Now in our third of year of existence as Winning Identity, we’re the enterprise software platform that is changing the game of golf one shot at a time. Over the past 3 months, we’ve really seen our business blossom. It’s grown from a true startup, to a lean mean golf technology machine. Evaluating our growth; I cannot give enough praise to my team; or as I like to call them my squad!

We have brought on a group of individuals that have expedited our growth by understanding their strengths and working towards clear goals. We set our goals as a team, ensuring each team member knows what they’re accountable for and how the leadership can help everyone accomplish these goals. We set three types of goals: outcome, performance, and process goals.

I think for companies to have success they need to define a clear outcome goal. What are we trying to accomplish? In our particular case, our goal is to become the central hub for golf technology and information. It’s an ambitious goal, but it should be. Your outcome goal needs push your comfort zone as an entrepreneur in order for success to occur and accomplishment to be earned. Make sure your outcome goal is a big one. It will not be a major focal point for you on a daily basis, but it will be in the back of your mind and driving you to crush the competition.

Once you define the outcome goal, you can move on to your performance goals. These are the actual metrics you hope to achieve. There will be multiple goals set at this level, such as revenue forecasts, employee hires, or inventory turnover goals. These are any goals you can measure with clear metrics. We really focus in on our revenue goals and clients on monthly residual retainers. We have other performance metrics but are aware of what is critical to the bottom line and focus on that as much as possible.


The third set of goals our team fills out are process goals. These are the daily tasks someone must achieve in order for the performance metrics to be hit. These can literally expand to anything that someone needs to do daily to “move the chains” as we like to say. It can include answering a specific number of support tickets daily, communicating on workflows between developers or even sending out email marketing newsletters. By forcing our team to create a list of process goals we ensure that nothing goes untouched.

We know that if we each complete our process goals, the performance goals will be met. Once hit the metrics it is inevitable that our outcome goal will become a reality. We recommend setting goals that push your comfort zone in order to be successful but make sure your team is on the same page and communicating at all times.


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