The Problem
It not a lack of ambition. It’s a lack of clarity.
Most teams are great at setting outcome goals:
- revenue targets
- retention rates
- project delivery deadlines
Unfortunately, they rarely define the specific actions staff need to take that will actually drive those results.
This leads to:
- Misalignment across departments
- Lack of follow-through
- Vague performance reviews
- Team members guessing what success looks like
A Better Way to Set Goals
It starts with a story you’ve heard before or maybe even lived.
When someone joins a gym or hires a personal trainer, the most common goal they set is often something like:
“Lose 10 kilos in 10 weeks.”
It sounds clear. It feels motivating.
It’s measurable, time-bound, and tied to a deeper desire, whether that’s confidence, quality of life, or health.
What you can control is what you do:
- Walk 30 minutes, five times a week
- Strength train twice a week
- Track meals for 8 out of the next 10 weeks
The real shift happens when people stop obsessing over outcomes and start mastering the habits that move the needle.
That’s what this workshop does for leadership teams.
We take the pressure off perfection and put the focus on repeatable actions. Leaders and employees design, accept and become accountable for the right behaviours. The results then tend to follow.
What You’ll Walk Away With
Clear goals | Aligned behaviours | A way to keep both on track
This isn’t a theoretical workshop. It’s a hands-on session that gives your leaders tools they’ll use immediately—and repeatedly.
By the end, your team will have:
A renewed sense of agency
Because when goals are grounded in action, people feel like they can actually move the needle.
Clarity between what they want to achieve, and what they need to do
No more vague plans or misread targets. Just visible, agreed behaviours linked to real outcomes.
A simple method for setting and cascading goals
Built for leadership teams, but flexible enough to ripple across departments.
A shared language for accountability
So reviews, feedback, and performance conversations are grounded in what people actually did—not just what they hoped would happen.