How to Set Goals with Your Manager as an Associate Dean

Setting goals with your manager as an Associate Dean isn’t just about checking a box. It’s about aligning your work with the institution’s strategic priorities and demonstrating your value. This article will equip you with the tools to craft goals that are specific, measurable, achievable, relevant, and time-bound (SMART), ensuring you contribute meaningfully to your department’s success. This is about strategic alignment, not just task management.

The Associate Dean’s Goal-Setting Playbook: Outcomes You Can Execute Today

By the end of this article, you’ll have a clear, actionable plan for setting goals with your manager. You’ll walk away with:

• A goal-setting script: Exact wording to initiate the conversation with your manager, ensuring you’re aligned on priorities.
• A goal scorecard: A weighted rubric to evaluate the quality of your proposed goals, ensuring they meet the university’s standards and your own.
• A proof plan for your goals: A 30-day plan to start demonstrating progress on your goals, including specific artifacts and metrics.
• A checklist for goal alignment: A 15-point checklist to ensure your goals align with the university’s strategic plan, your department’s objectives, and your manager’s expectations.
• A list of language banks: Phrases for discussing goals, challenges, and successes with your manager.
• Insight on what hiring managers listen for: Understanding the unspoken signals that demonstrate your commitment to institutional success.

What You’ll Walk Away With

• A goal-setting script for initiating the conversation with your manager.
• A goal scorecard for evaluating the quality of your proposed goals.
• A 30-day proof plan for demonstrating progress on your goals.
• A 15-point checklist to ensure your goals align with the university’s strategic plan.
• A language bank of phrases for discussing goals with your manager.
• Understanding of what hiring managers look for when evaluating goal-setting skills.

Initiating the Goal-Setting Conversation

The key is to be proactive. Don’t wait for your manager to initiate the goal-setting process; take the lead. This shows initiative and a commitment to your role.

Use this script to start the conversation:

Use this when you want to start a goal-setting conversation with your manager.

Subject: Goal Alignment and Planning

Hi [Manager’s Name],

I’d like to schedule some time to discuss my goals for the next [quarter/year]. I’ve been reviewing the university’s strategic plan and our department’s objectives, and I have some initial ideas on how I can contribute. I’m available on [Date] at [Time] or [Date] at [Time]. Please let me know what works best for you.

Thanks,

[Your Name]

Aligning Goals with the University’s Strategic Plan

Your goals must directly support the university’s strategic plan. This demonstrates that you understand the big picture and are committed to the institution’s overall success. Review the university’s mission, vision, and strategic priorities before setting your goals.

The Goal Scorecard: Evaluating Your Proposed Goals

Use this scorecard to assess the quality of your goals. This ensures they are SMART and aligned with the university’s priorities.

Creating a 30-Day Proof Plan

Demonstrate progress on your goals within the first 30 days. This builds momentum and shows your manager that you’re serious about achieving your objectives. Your plan should include specific actions, deliverables, and metrics.

Communicating Progress and Challenges

Regular communication is crucial. Keep your manager informed of your progress, challenges, and any adjustments you need to make to your goals. This builds trust and ensures you’re both on the same page.

Use these phrases when discussing your goals with your manager:

Use these phrases when discussing goals with your manager.

• “To ensure alignment with the university’s strategic plan, I’ve focused on goals that directly support [specific priority].”
• “I’m tracking my progress on these goals using [specific metrics] and will provide regular updates.”
• “I anticipate a potential challenge with [specific issue], and I’m developing a mitigation plan to address it.”
• “I’m confident that achieving these goals will contribute to [specific outcome] for our department and the university.”

What a Hiring Manager Scans for in 15 Seconds

Hiring managers quickly assess your ability to set and achieve goals. They look for specific signals that demonstrate your understanding of institutional priorities and your commitment to results.

• Alignment with strategic plan: Do your goals directly support the university’s mission and vision?
• Measurable outcomes: Are your goals specific and quantifiable?
• Actionable plan: Do you have a clear plan for achieving your goals?
• Progress tracking: Are you tracking your progress and communicating it effectively?
• Problem-solving skills: Are you able to identify and address challenges?

The Mistake That Quietly Kills Candidates

Setting vague, unmeasurable goals is a critical error. This demonstrates a lack of understanding of institutional priorities and a lack of commitment to results. Instead, focus on setting SMART goals that are aligned with the university’s strategic plan.

Use this when rewriting a weak goal.

Weak Goal: Improve student engagement.

Strong Goal: Increase student participation in extracurricular activities by 15% by the end of the semester, as measured by attendance records and student feedback surveys.

Language Bank: Phrases for Goal Setting Success

Use these phrases to effectively communicate about your goals. These phrases demonstrate your understanding of institutional priorities and your commitment to results.

Use these phrases to communicate about your goals.

• “My primary goal is to contribute to [specific university objective] by [specific action].”
• “I plan to achieve this goal by [specific strategies] and will track my progress using [specific metrics].”
• “I anticipate potential challenges with [specific issue] and have developed a mitigation plan to address them.”
• “I am confident that achieving this goal will result in [specific positive outcome] for our department and the university.”

7-Day Proof Plan to Show Initiative

Demonstrate initiative quickly. Within the first week, take these steps to show your manager you’re serious about goal alignment.

1. Review strategic plan: Re-familiarize yourself with the university’s top priorities.
2. Draft initial goals: Outline 2-3 potential goals aligned with those priorities.
3. Schedule meeting: Proactively request time with your manager to discuss your ideas.
4. Prepare talking points: Outline how your goals support university objectives and how you’ll measure progress.
5. Send pre-read: Share your initial goals and talking points with your manager before the meeting.
6. Active listening: Be receptive to your manager’s feedback and adjust your goals accordingly.
7. Document agreed goals: Finalize your goals with your manager and document them in writing.

Quiet Red Flags in Goal Setting

Avoid these subtle mistakes that can undermine your credibility. These red flags suggest a lack of strategic thinking and commitment to results.

• Generic goals: Vague objectives without specific metrics or timelines.
• Misalignment with strategic plan: Goals that don’t directly support university priorities.
• Lack of ownership: Goals that are primarily focused on individual tasks rather than broader institutional outcomes.
• Unrealistic goals: Objectives that are either too easy or too difficult to achieve.
• Poor communication: Failure to keep your manager informed of your progress and challenges.

FAQ

How often should I review my goals with my manager?

You should review your goals with your manager on a regular basis, ideally monthly or quarterly. This allows you to track your progress, address any challenges, and make adjustments as needed. Regular communication builds trust and ensures you’re both on the same page.

What should I do if I’m struggling to achieve one of my goals?

If you’re struggling to achieve one of your goals, it’s important to communicate this to your manager as soon as possible. Be transparent about the challenges you’re facing and work together to develop a plan to address them. This might involve adjusting the goal, reallocating resources, or seeking additional support.

How can I ensure that my goals are aligned with the university’s strategic plan?

To ensure that your goals are aligned with the university’s strategic plan, start by reviewing the university’s mission, vision, and strategic priorities. Then, identify specific actions you can take to support these priorities. Finally, discuss your goals with your manager to get their feedback and ensure they’re aligned with the department’s objectives.

What are some examples of SMART goals for an Associate Dean?

Here are some examples of SMART goals for an Associate Dean:

• Increase student retention rates by 5% by the end of the academic year.
• Improve faculty satisfaction scores by 10% by the end of the semester.
• Increase research funding by 15% by the end of the fiscal year.

Should I always wait for my manager to initiate goal setting?

No, don’t wait. Proactively initiating the goal-setting conversation demonstrates initiative and ownership. It also allows you to shape the conversation and ensure your goals are aligned with your priorities.

What if my manager’s expectations are unrealistic?

If you believe your manager’s expectations are unrealistic, have an open and honest conversation with them. Explain your concerns and provide data to support your perspective. Work together to find a compromise that is both challenging and achievable.

What metrics should I use to track my progress?

The metrics you use to track your progress will depend on the specific goals you’re setting. However, some common metrics for Associate Deans include student retention rates, faculty satisfaction scores, research funding, and program enrollment numbers. Choose metrics that are relevant, measurable, and aligned with the university’s strategic plan.

How can I handle conflicting priorities?

If you’re facing conflicting priorities, it’s important to communicate this to your manager and work together to prioritize your tasks. Be transparent about your workload and explain the potential impact of each priority. Focus on the most important and urgent tasks, and delegate or defer less critical ones.

What if my goals change during the year?

It’s common for goals to change during the year, especially in a dynamic environment. If your goals need to be adjusted, communicate this to your manager and explain the reasons for the change. Work together to revise your goals and ensure they’re still aligned with the university’s strategic plan.

How can I make my goals more challenging?

If you want to make your goals more challenging, consider setting stretch goals that push you beyond your comfort zone. However, be realistic about your capabilities and ensure that your goals are still achievable. Also, be sure to seek your manager’s input before setting stretch goals.

Is it okay to have personal development goals?

Yes, it’s perfectly acceptable to include personal development goals as part of your overall goal-setting process. These goals should focus on improving your skills and knowledge in areas that are relevant to your role. Share these with your manager and discuss how they align with your professional growth and contributions to the department.

What is the best way to document my goals?

The best way to document your goals is to use a formal goal-setting document or template. This should include a clear description of each goal, the specific actions you’ll take to achieve it, the metrics you’ll use to track your progress, and the timeline for achieving the goal. Share this document with your manager and update it regularly to reflect your progress.

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