By: Kristine Schoonmaker

I used to HATE writing performance objectives (a.k.a. annual goals).  Starting with my first job, it was one activity that I absolutely dreaded every year, mostly because I could never figure out what the hell to write. And it certainly didn’t get any easier when I started consulting.

Unlike a typical job where you know exactly what you’re responsible for day to day, in consulting, you might have 3 or 4 different roles (jobs) in a year. So how the in the world do you write goals, that arguably you will be evaluated against in 12 months, when you don’t even know what you’ll be doing?

Yet, at a minimum, once a year, someone gives you the lovely task of creating some, and then at some point will check in to see how you did. So, how do you know whether you’re setting your sights too high or too low? How do you know what impact they will actually have on your review? How can you make this exercise a good use of your time? It can be exasperating!

Here are a few tips I’ve learned to make these goals to work for me, once I figured out how this whole performance management thing really works.

• Don’t over-complicate them.  While HR likes to make it sound like your objectives are what drives your review, they aren’t the ones actually writing it are they? What most firms look at is your “contribution” for the year.  What that means to you is that goals matter, but they aren’t everything.  In my personal experience, I’ve found that even if you don’t quite meet every objective but deliver great results, you can still a get great rating.  That’s why I like to think of them as guidelines to work within.  Focus on 3-5 things you want, or need, to get in the next year, and leave it at that.   DISCLAIMER: Of course I always recommend talking to your lead or a mentor who will tell you honestly how much weight they carry.
• Use them to drive your agenda.  When things are up in the air can be the best time to write annual goals. Seem counter-intuitive? Let me explain. In times of ambiguity, you have the flexibility to specify the destination – one that you want. Think about where you are in your career versus where you would really like to be in 12-18 months if it were up to you. Then, create goals that are stepping stones you need to get to where you want to go. You can then use these as a filter when you look for your next role or need to decide which side projects are good uses of your time.
• Start conversations with them.  If you’ve kept your goals simple, clear, and focused on what’s important to you, you’ve now got the makings of a few great conversation starters. When you’re in between roles, sharing with colleagues that “this year you really want to get exposed to the ins and outs of a marketing analytics project” gives a clear picture of what you want to do. If they know of an opportunity that’s a match, it’s more likely to come up, than if you just say you’re looking for a role to “broaden your skills.” Then, on the job, instead of just writing them up and emailing them to your lead to check the box, schedule a sit down with them to discuss. It will give you a great opportunity to clarify their expectations of you – especially if they aren’t great at giving feedback.  It can also provide a gut check as to whether your goals are not challenging enough or unrealistic. No one wants surprises come review time.

So, here are my parting thoughts on the subject…(tweet if you agree)

“Annual goals are most useful to you when they showcase the experience, skills, and opportunities you want to gain.”

Use them as a tool to help you get what you want out of your career, focus on doing a great job, and the let HR worry about the rest.