Defining personal goals
Defining Personal Goals in a Transitioning Company
Navigating the complexities of personal and professional growth within a large organization can be a challenging endeavor, especially when the company undergoes a significant shift in leadership and focus. I’ve recently found myself in a situation where the once “cool” CEO, who had a penchant for tech innovations and exciting projects, is being replaced by a more traditional leadership focused on delivery and profitability. With this transition, the importance of setting clear, measurable goals has come to the forefront, particularly with the introduction of the SMART goals framework.
The Shift in Company Culture
As a tech lead, I’ve witnessed firsthand the impact of this cultural shift on our team dynamics and individual aspirations. The training sessions on SMART goals have highlighted the expectation for us to track our progress and align our objectives with the company’s new direction. However, this has left me feeling somewhat adrift. The open position for an architect role is a prime example of my predicament. While I traditionally would aim for such a position, I am acutely aware that there is already a candidate in mind for it, and my chances are slim.
This situation raises the question: How do I set meaningful goals when the traditional ladder seems blocked?
Rethinking Goal Setting
In contemplating this dilemma, it’s essential to shift the focus from titles and positions to the value I can bring to my team and the organization. Instead of aiming for “becoming an architect,” a more productive goal might be to define specific contributions I can make within that architectural space. For example:
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Implementing Architectural Changes: I could set a goal to “implement architectural changes X, Y, Z to achieve results A, B, C.” This reframes the objective from a personal ambition to a shared team goal, showcasing my leadership and strategic thinking skills.
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Developing Skills: Another avenue could be to identify skills that are typically associated with an architect role. What are the competencies I need to develop that would position me as a strong candidate for such roles in the future? This might include deepening my understanding of cloud architecture, microservices, or advanced data management techniques.
The Value of Deliverables
Some might question whether goals like “delivering project Y” are too simplistic or “childish.” However, I would argue that delivering projects is a critical demonstration of value within an organization. The goal should not merely be about the project itself but about the impact it has on solving real business problems. For instance:
- Project Management: Managing a team to align on delivering project Y by a specific date is a substantial goal. It encompasses leadership, collaboration, and communication skills, all of which are vital in any tech lead’s portfolio.
Engaging with the Team
In this transitional phase, it’s also crucial to foster discussions around goal-setting within the team. Sharing insights and examples of how others set their goals can provide new perspectives. Whether it’s through one-on-one discussions or team meetings, I invite my colleagues to share their experiences.
For instance, one colleague mentioned a unique approach of leveraging AI tools for brainstorming. After a drive with ChatGPT, they were able to articulate their goals more clearly and present them effectively to upper management. This kind of innovative thinking can spark creativity in our goal-setting processes.
Conclusion
As we adapt to our company’s evolving landscape, the approach to defining personal goals must be flexible and aligned with the new corporate ethos. By focusing on impactful contributions, skill development, and fostering an open dialogue with my peers, I can navigate this challenging period with a sense of purpose and clarity.
What are your thoughts on goal-setting in a transitioning workplace? How do you define your objectives when traditional paths seem closed? Let’s keep the conversation going.