Identifying Goals – Investing in Support

by | Sep 22, 2019 | Building a Program, Power of the Peer, Program Management-Coordination

Ask leadership about organizational goals and you may hear buzzwords like: innovate, excel, lead, achieve, produce, dominate, pursue, etc.  That’s because goals are designed to expand our vision and move us beyond status quo.  

For most organizations, goals are achieved through the hard work and dedication of their personnel.  

But what happens when personnel gets sick, frustrated, burned out or depressed? What happens to progress when people are worried, distracted, disillusioned, scared, angry or any number of unwanted emotions?  The obvious result is that the work suffers. Progress slows. Goals go unmet.  

During times of distress, most people have trouble concentrating, innovating, problem-solving, producing, etc.  In essence, organizational goals suffer when people in that organization suffer. By providing care and offering hope to an individual (group or family) in distress, you are simultaneously meeting the needs of the individual and the organization. You are providing a solution that is goal-based and results-oriented.  

We want the goals of your program to complement to the goals of your organization.  We want your program to be seen as a relevant partner in advancing the organization. 

  • What are the goals of your leaders and organization?
  • What are the goals of your program?  
  • How do program goals connect / complement the goals of your organization?

When difficult situations arise, people are less invested in working.  When this happens, your support program will engage that person.  The supportive peer will demonstrate care through listening, validating, reflecting, reframing, empowering, etc.  

Soon, the person will feel more stable and balanced; thus, able to return to work engaged and productive.  The person will feel that they matter and others will feel a sense of pride in the organization and appreciate its compassionate response.  Organizational goals progress as personnel continue engaged and working.  This is the circle of work-life.

You are building a program designed to provide care and offer hope so that personnel either suffer less (or not as long).  The intended result is that people return to the organization with a renewed investment in accomplishing organizational goals. 

By connecting this program to your organizational goals, you move your program from “nice to have” to a relevant partner.  You may be the one helping people in distress, but it’s your organizational leadership that made it possible. Attain full support by reassuring leadership that support for people benefits the organization as a whole.