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Stephanie King


success coach


I heard her say, “I really love doing forecasting, and I’d love to spend 2-3 hours per week on it, but I haven’t made time for that yet.”

When asked why she said that she was busy working on her objectives and forecasting wasn’t one of them.

Why wasn’t it? It sounds like a valuable thing for the business that she also enjoys.

Because this conversation was never had. Objectives were just handed from manager to employee and that was that. That’s not how it should work.

You absolutely can and should write your own objectives.

I’ve been writing my own objectives for over a decade. They are business driven, but also what I want to do. I don’t want someone else telling me what I will be accountable and responsible for. 

You can do this in 3 simple steps.

Step #1: Be open about what you want.

This might sound like a no-brainer… but be open about what you want with your manager. Managers aren’t clairvoyant. They don’t know about your preferences, interests, goals, or anything else unless you tell them.

Don’t like program management? Tell them. Love mentoring new employees? Tell them. Love forecasting? TELL THEM.

I would approach this on an ongoing basis. Have regular meetings with your manager. Be honest with them. If they ask how you’re doing and you’re not good tell them that. What happens next? They’ll probably ask why and work to fix it if they can.

Remember your manager is a human being, too. Yes, they’re your boss, but they care and want you to be an engaged employee that continues on with the company. Building a relationship with them will only benefit you. 

Step #2: Sell your manager on what you want.

So, it’s not enough to be open about what you want and building a relationship with your manager… you have to sell what you want. 

This isn’t as hard as it sounds. All I’m talking about is justifying your objectives to business or professional value. 

Her forecasting shows a variety of what-if scenarios for both business and market decisions. This is easy and fun for her to do. Not everyone can do this. 

Sharing with her manager that forecasting would improve business decisions by getting a fuller picture of market scenarios is really valuable. If he knows this, why wouldn’t he want her to do this?

Want to go to that conference next year? Justify it with how it’ll impact your professional development and increase the value you can bring to your company.

Think about the business objectives of your company and organization and map what you want to do to a piece of that. Articulating this to your manager is the key to getting buy off on the objectives you want.

Step #3: Come prepared with a draft.

If you’ve been communicating with your manager more openly and honestly about what you want and been thinking about the value of it this next part will be easy.

Come prepared with a draft of your next year’s objectives to review with your manager.

This is so simple, yet so effective. 

If you’ve drafted them you’ve already taken work off your manager’s plate. They’ll love you for that. If you can speak to why these objectives are important and have business value then it’s an easy “yes.” 

I told you these steps were underrated. 

They’re pretty simple, but not a lot of people do them. Now that you know how you can influence your objectives I want to hear what’s one thing you want to do that’s currently not on your objectives. Tell me in the comments below!






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