How do you set up accountability, performance objectives and metrics for a new role?
– Digital Marketer
Kudos to this digital marketer for thinking so proactively about their new role. I have written before about the importance of planning your integration into a new job – from your introduction to actions to take in your first days on the job (and even right before you start). I have also written very recently about upcoming end-of-year performance reviews, and having clear understanding of accountability, performance objectives and metrics should guide you to high marks on your performance review.
To clarify key goals and set up the right accountability and metrics for a new role (or really any job), take these five steps:
1 – Confirm with your manager your scope of responsibility, priorities and timeline
Whether you’re one week into a new job or several years in, you want to confirm with your manager on a regular basis what you should be working on. This includes your scope of responsibility, both day-to-day tasks and longer-term projects, the priorities among everything you need to do (this means a rank order of importance task-by-task and project-by-project) and deadlines you need to hit. Get this in writing by emailing a summary of your meeting if these items were discussed live. You want a written account, both to keep you on track, and to also start a paper trail with your manager so you both know what was agreed upon and when.
Keep in mind that jobs change continually over time. Market conditions change, company priorities change, resources come and go. Even if you had a conversation with your manager at the start of your job, check in at least every six months and sooner if there are major changes, such as new leadership, new initiatives announced, organizational restructuring or economic changes.
2 – Incorporate feedback from other decision-makers and senior leaders
You want to start your planning with your manager because they will likely be the biggest influence in your performance review and career path. But they won’t be the sole decision-maker, and depending on how much and how often you work with others, their input may have less impact than you think. In addition, your manager doesn’t know everything that is happening in the company and may not be plugged into what company priorities and needs are. Or, you may have a manager who is not supportive of your career growth.
Therefore, you need to pay attention to what senior leadership is saying directly – attend the all-company town halls, read internal announcements, follow your employer in the press. You also want to cultivate relationships with people at your manager’s level and up that are different than your manager. Even if you and your manager are close, and you think of them as a mentor and key supporter, they may leave the company, get downsized or transfer somewhere else.
3 – Reflect on how you do your best work
Others can help you clarify what the specific performance objectives are, but you know what helps you perform well in general. Notice what times of day you do your best work, and structure your schedule so that your analytical or problem-solving work occurs when you’re at your peak. Think about the type of environment you prefer – noise level, workspace, special equipment you need (e.g., standing desk) – and structure your work area accordingly. Review the key priorities and overall responsibilities of your role, and identify if you have gaps to fill – e.g., to nurture relationships with specific departments or colleagues, to get trained on proprietary processes or software.
Help your manager help you. Once you have identified what support you need, see if the company can provide the training, the introductions, the equipment, etc. that you need. Yes, this means you will be asking for help, but if you tie it back to performance objectives that you and your manager agreed upon, then they should understand and appreciate your efforts.
4 – Tap your personal Top 10
In addition to your manager, get support from your personal Board of Directors, a market expert for specific expertise or that cheerleader friend who always encourages you. The Board, market expert and cheerleader are three examples from your personal Top 10, or 10 people you should have in your network. Once you have confirmed your goals and self-reflected on what you need to be at your best, your personal top 10 can provide accountability, insights and other support to help you hit those objectives.
5 – Set up a KPI dashboard to track and course-correct regularly
Most career goals and even job-specific objectives require long-term planning. It’s critical to identify key performance indicators (KPIs) along the way that signal if you’re going on the right track or need to course-correct in any way. For example, as a digital marketer, you may be assessed based on success with social media. Your ultimate goal is for web traffic to convert to sales, and that’s one key performance indicator. But other KPIs include unique visitors to the web, time spent on the site, click-throughs, repeat visits and visits to product-specific pages. Your manager can help you select the right KPIs to track.
Work on your career, not just your job
Reviewing your KPIs regularly is one example of taking a long-term view of your work and regularly making adjustments as needed. It ensures you are nurturing your body of work, not just one specific project or task. Similarly, you want to work on your career, not just this job. What improvements and advancements do you need to see quarter-by-quarter and year-by-year to ensure that you are on track with your overall career, that you avoid the minefields that can stall a career and that you course-correct as needed?
