The terms goals and objectives are often confusing because they are frequently used interchangeably. Some people classify objectives as broad and general and goals as specific and measurable. Others see it the other way around.

The important point is that defining goals and objectives is a critical part of most, if not all, strategic planning processes. So guidelines for establishing viable goals and objectives can be invaluable.

Using Objectives to Paint the Big Picture

In many strategic planning processes objectives are used to describe a desired future state that supports the mission and vision. This is why objectives tend to be long-term and usually describe qualitative states. Their intent is to put strategic focus in the organization. Objectives may not work well where things are changing fast.

Goals as Touchstones

Goals on the other hand are intended to shape the path in actionable terms. They apply where there are clear choices. And typically they assign specific ownership to a person or group in the organization. Some people say goals are only good if they are SMART, which is to say Specific, Measurable, Actionable, Realistic, and Time-bound).

The best way for a person, group, or organization to achieve none of its goals is to have too many to begin with. One approach to goal hierarchy involves goal sequencing to create a goal stairway. This is applied behavioral psychology.

Some Keys to Goal Attainment

All goals are classified according to whether they are short-term, medium-term, or long-term. Then, long-term goals can be broken into medium-term ones and medium-term goals into short-term goals, which are the steppingstones to success.

The whole point of creating such a time-bound schema is that groups can attain short-term goals more easily and stay motivated, whereas long-term goals appear difficult, almost impossible to attain. Achievement is based on using one goal as a stepping-stone to the next. A group attains its medium-term and long-term goals by focusing on the short-term.

The organization may coordinate goals so that they do not conflict with each other or with those of other parts of the organization.

Effective Structuring of Goals

One model of organizing goals and objectives is by hierarchies and congruence. People typically have several goals at the same time. Goal congruence refers to how well the goals combine with each other. Does goal A appear compatible with goal B? Do they fit together to form a unified strategy? Goal hierarchy consists of the nesting of one or more sub-goals within other goals.

Before you’re done with strategic planning, you may feel overcome by goal mania and objectivitis. But if you have done your job well, you should feel great relief, especially if the very first line of action and its goal leaps out at you, which it should if you have done your job right.