Goals such as becoming the biggest camera distributor or the most trusted financial planner are visionary statements. They are grand goals. They serve well as the guiding principle for the company but lacks substance in terms of specific outcomes. You need to describe the goal using results language. This leads to the second question.
Can you describe the specific outcomes?
Without clearly articulating the specific outcomes, you run the risk of initiating incongruent actions to reach a vaguely defined goal. the approach and the associated costs vary significantly. You need to define the outcomes for your strategy in concrete definitive terms that would guide you create a realistic roadmap. Otherwise, there are so many ways to grow.
How do you know when you reach these outcomes?
It is frustrating when you spend the effort in pursuing an outcome and produce no result. There needs to be some indicators that you can monitor to validate that you are doing the right work. What are these indicators? For example, revenue growth and market share for the camera distributor would be good indicators. Without any measurement, you won’t know if you are moving closer to your goal.
These three questions facilitate a thought process to crystallize the strategy for your business. They set the stage for identifying initiatives that you would undertake to realize the specified outcomes.