WHAT’S THE GOAL?

Steven Cesare, Ph.D.

A business owner from Florida called me the other day to talk about his upcoming strategic planning meeting. Riding the wave of several consecutive years of robust success in terms of revenue and profit, the business owner is extremely optimistic for a breakthrough year. Bubbling with excitement, the business owner shared the meeting agenda he had in mind: review last year’s successes and failures for each department, present year-over-year departmental metrics, stimulate discussion from the respective Department Managers regarding desired departmental goals and related key initiatives, and schedule detailed follow-up sessions to track empirical progress.

Then I added, “Why don’t you begin the meeting by having your Department Managers, write down their 2025 goals” (e.g., departmental revenue, Foreman retention rate, departmental gross margin, job quality ratings, and Maintenance contract renewal rate).

His smile turned stern.

Tersely, he responded by saying, “Why would I do that?” I responded with “Accountability.”

I continued, “How many of your six Managers (e.g., Maintenance, Enhancements, Construction, ArborCare, Irrigation, and Pesticide) can list all their 2025 departmental goals precisely, right now?” After the pregnant pause, I asked, “How many of your Department Managers know how many inches are in a foot? What the speed limit is on Interstate 10? How many months there are in a calendar year?”

“Come on, Steve. They all know those answers!”

I then stated, “Nice try. But you still have not told me how many of them can recite all of their departmental goals from last year. Shouldn’t they all know all their goals, all the time?”

“They all would be close, for the most part.”

“Does your company believe that accountability is defined as ‘close, for the most part?’”

Take it from a capitalist: Having goals is not enough! Every Department Manager, in every company, must know their exact departmental goals, every day. All the goals. Every day. Those numbers should be imprinted into their Business Acumen mindset, accompanied by their respective key initiatives which should be stored in their operational plan for each workday.

As the tone of the meeting softened, I strongly advocated that the business owner add an item to his strategic planning meeting agenda about developing a communication process by which the company, its culture, and each department be constantly reminded of the detailed goals that define success. Several companies have informed me that they include their specific goals: on each monthly management team meeting agenda, as part of the business owner or Department Managers’ presentation at the quarterly Rewards and Recognition ceremony, at least monthly during the weekly Safety Tailgate training sessions, and through the use of posters, placards, and presentation slides found in the office, yard, and shop.

Goals without communication are quickly forgotten with the passage of time; goals without repetitive communication are never learned at all.

While strategic planning sessions should be characterized by enthusiasm, positive energy, and forward-thinking creativity, they must be underscored by detailed historical and future accountability.

Because we all know, that as long as we have a strategic plan and some goals, we really are a successful company, even if our managers can’t recall what their goals are, when asked.

I wonder if they will be able to identify their 2026 goals at the 2027 Strategic Planning meeting.

“For the most part.”

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