Personal Planning: Goals, Objectives, and KPIs
Course record permalink
- Format — Workshop, 2–4 hours
- Audience — Managers and team leads; anyone accountable for a goal they did not set
- Practice area — Strategic planning
- Led by — Dr. Kevin Westbrook — background and credentials
Most managers are handed goals and asked to report on them, without ever setting one. The result is a plan that lives in a system nobody reads and a year that is measured on what somebody above them chose. This workshop uses the balanced scorecard approach — Kaplan and Norton's four perspectives: learning and growth, business processes, customer experience, and financial outcomes — to build a personal scorecard that connects to the company's and can be tracked week to week.
What the workshop covers permalink
- The scorecard, applied rather than cited. The four perspectives and how the company's version cascades to a department and then to a person, so the line between them is visible.
- A personal scorecard with KPIs. Building your own: the measures that reflect what you are accountable for, and the ones that only look like it.
- Goals versus objectives. The distinction that makes a plan usable, and objectives written to be assessed rather than admired.
- Teaching it onward. The method is deliberately simple enough that a manager can take it back and run it with their own team, so everyone ends up with their own goals and measures.
Who it suits permalink
Managers, team leads, and individual contributors with a performance conversation coming. It is deliberately short: the aim is a working scorecard by the end of the session, not a course in management theory. It pairs naturally with The Annual Performance Appraisal Process, where these goals are set and reviewed, and with Disciplined Aim at the organization level.
What a manager leaves with permalink
A personal scorecard drafted for their own role, three to five measures they can defend, and the method to run the same exercise with their team next week.