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Time for Goals

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Time for Goals. Kris Rhodes, CRA. Amy Comer, CRA. Wake Forest University Health Sciences ... SMART Goals. Specific. Measurable. Action-oriented. Realistic (yet ... – PowerPoint PPT presentation

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Title: Time for Goals


1
Time for Goals
  • Kris Rhodes, CRA
  • Amy Comer, CRA
  • Wake Forest University Health Sciences

2
Workshop Goals
  • Develop a clear understanding of the value of
    goals
  • Be able to set accomplishable goals
  • Be able to employ a toolkit of approaches that
    will -
  • Enhance your ability to accomplish goals
  • Enable you to excel in your career
  • Enhance balance in your life and in the quality
    of services provided by your office

3
Setting goals
  • Requires knowing where we are and where we want
    to be at a specific point in the future
  • Helps us measure our success along the way
  • Gives us a target to focus on
  • Keeps us moving in the right direction
  • Helps guarantee success If you have no goals,
    you will not have successes.

4
Why Do We Have Goals?
  • To achieve something of importance.
  • Goals are a recognition of a problem, threat, or
    opportunity within an organization.
  • If you're bored with life -- you don't get up
    every morning with a burning desire to do things
    -- you don't have enough goals. - Lou Holtz
  • If you don't know where you are going, you'll
    probably end up somewhere else. - Lewis Carroll

5
Where do organizational goals come from?
  • External forces may be the source for goals
    accreditation, A-133 and agency audit findings,
    transition to Grants.gov
  • Internal forces may be the source for goals
    Internal audit observations may drive goals,
    senior administration mandates, our own
    expectations for organizational service and
    efficiency.

6
Why have organizational goals?
  • To remain competitive with peer institutions
    what is the volume of research at peer
    institutions, what are the resources that support
    activities at peer institutions
  • To measure organizational performance and
    progress
  • To reduce liability reduce the number of cost
    transfers that occur in excess of 60 days
  • To measure compliance how effective is staff
    review proposal concordance with sponsor
    requirements
  • To reduce operational costs process changes to
    improve efficiency

7
Where do personal goals come from?
  • A desire, want in our life.
  • A degree
  • A promotion
  • Lose weight
  • More friends
  • A spouse

A desire does not make a goal
8
Personal Goals
  • Are a recognition of a problem, threat, or
    opportunity.
  • External forces may be the source for the goals
  • Our doctor says we must lose weight,
  • Changes in organizational leadership may set a
    new bench marks for educational expectations
  • Our supervisor may indicate we are expected to
    expand competency/proficiency in a particular
    area.
  • Internal forces may be the source for goals
  • Our self-perception may drive a desire to pursue
    a degree
  • We know we will feel and look better weighing
    less.

9
Holistic Goals - Goals for Balance
  • Personally setting holistic goals areas ensures a
    more balanced life.
  • Organizationally holistic goals ensures balance
    in improvement within all areas of our operations

10
Personal Goals A Holistic Perspective
  • Artistic
  • Attitude
  • Career
  • Education
  • Family
  • Financial
  • Physical
  • Pleasure
  • Public Service
  • Spiritual

11
Organizational GoalsA Holistic Perspective to RA
  • Service
  • Compliance
  • Efficiency
  • Accuracy
  • Staff Retention
  • Portfolio Diversity
  • Portfolio Growth
  • Systems for minimizing error, administrative
    efficiency, and functionality

12
A goal properly set is halfway reached. A. Lincoln
13
Defining Goals
  • Where are we now?
  • Where do we want to be?
  • How do we measure our progress?
  • How do we get there?
  • How do we track our progress?

14
Performance v. Outcome
  • Performance-based goals support success.
  • Set performance-based goals that are consistent
    with authority and control.
  • Goals based on outcomes are vulnerable to failure
    because of things beyond your control.

15
SMART Goals
  • Specific
  • Measurable
  • Action-oriented
  • Realistic (yet challenging)
  • Time-defined

16
Specific and Measurable
  • Fuzzy
  • I want to have more money
  • Contract negotiation time will improve
  • Precise
  • I will save money by reducing spending 20 per
    week
  • Clinical trails negotiations will be completed
    within a 45-day average.

17
Make your Goals Action-OrientedWhat will be
done to achieve the goal?
  • I will save 20 per week
  • by reducing spending on entertainment and
    clothing
  • Clinical trails negotiations will be completed
    within a 45-day average
  • by responding to sponsors correspondence within
    three days of receipt

18
Realistic and Time DefinedAllow a reasonable
time and set a deadline. Too much time allows
you to lose focus.
  • I will save 20 per week
  • by reducing spending on entertainment and
    clothing
  • In the next five weeks I will have saved 100
  • Clinical trail negotiations will be completed
    within a 45-day average
  • by responding to sponsors correspondence within
    three days of receipt
  • In the next 3 months the clinical trail
    negotiation average will be reduced by 6 days,
    within six months by 8 days and within one year
    the average negotiation will be completed in 45
    days

19
Time DefinedHave Both Short Long-Term Goals
  • Short-term Months 1 year
  • Intermediate 1-3 years
  • Long-term 5 years
  • Time frame should match the financial and
    personnel resources available to allow for
    accomplishment of the goal.

20
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21
The Power of the Written Word
  • Write your goals down
  • Write down the plan for achieving your goals
  • Identify potential obstacles, plan to deal with
    obstacles.
  • Obstacles are those frightful things you see
    when you take your eyes off your goals
  • Henry Ford.

22
Success for Organizational Goals
  • Are the goals clear?
  • Are they understood by everyone?
  • Do you have staff buy-in?
  • Do staff understand why the goal is important?
    The risk of failing to achieve the goal?
  • Did the staff have an opportunity to contribute
    to the goal definition?
  • Are the necessary resources are being committed
    to achieve the goals?
  • Is there a clear plan of action?
  • Are regular measurement of progress to be made?

23
Personal Goals - Questions to Answer
  • Are your spending your time today in a way that
    will ensure you find yourself where you want to
    be in the future?
  • Do you know where you want to be in the future?
  • Are you living life on purpose or is life just
    happening to you?
  • Are you working toward reaching your full
    potential?
  • Do you have a holistic compliment of goals?

24
Goal setting and achieving
  • Goal setting is the most vital achievement and
    leadership skill you will ever have.
  • Any person or group that writes, thinks, and
    talks about their goals on an ongoing basis will
    dramatically improve their level of achievement.
  • Goals are a road map that keeps us from getting
    lost or sidetracked.

25
Making goals happen!
  • Dont wait to do the important tasks - Start Now!
  • Be in control! Stay focused on whats important.
    Say No let the phone ring!
  • Celebrate accomplishments - Reward yourself and
    your team
  • Encourage others! Let them encourage you!

26
Celebrate achievements along the timeline
Keep up the good work, whatever it was, whoever
you are.
27
Achieving goals
  • Know your starting point
  • Identify resources
  • Identify who can/will help
  • Identify and plan for obstacles
  • Make a detailed plan
  • Develop a timeline
  • Review progress
  • Celebrate milestones
  • Envision the end product

28
Making Time For Goals
  • Do your goals determine how you spend your time?
    What can you do to take more control of your
    time?
  • What habits can we develop to start spending our
    time in accordance with our goals?

29
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30
Prioritizing your time
  • Am I devoting time to work toward my goals?
  • Am I considering the milestones on my timeline as
    I plan my month, week or day?
  • Am I planning my time?
  • Am I saying yes when I should say no?

31
How to say No
  • Say why you have to say No
  • Dont apologize, just say No
  • Offer an alternative if you can
  • Saying No is when that list of goals in front
    you REALLY makes a difference. The list gives
    you permission to say No.

32
When Goals Seem to Fail -
  • Use the lessons learned to adjust your goals and
    move forward.
  • Failure to meet a goal does not matter if you
    have learned lessons along the way.
  • Remember the fact of trying something even if it
    does not work, often opens doors that would have
    otherwise remained closed.

33
Staying on Track
  • Review your timeline and goals often. Put it on
    your calendar, use an auto reminder.
  • Keep lists and goal reminders visible.
  • Try to eliminate unnecessary tasks.
  • Be flexible. Making adjustments to goals over
    time is reasonable and should be expected.

34
You will achieve your goals
  • Envision your goals
  • Write your goals down
  • Detail the plan of action
  • Plan for obstacles
  • Follow your timeline review and re-evaluate as
    necessary
  • Persevere
  • You only lose when you give up

35
ReviewWhy do we set Goals?
  • Move us forward and help maintain competitiveness
  • Prioritize our time
  • Allow time and resources to be budgeted
    accordingly
  • Provide a basis to say No when we should

36
Words to remember
  • Live your life on purpose
  • Set goals
  • Determine priorities
  • Manage your time
  • Celebrate achievements
  • Maintain balance
  • Remember its never to late to be who you want to
    be.
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