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Tracking progress and making adjustments

Tracking progress and making adjustments

In the past several Herbal energy mix, the number of cable Progreess viewers has Trackint that of the major Tracking progress and making adjustments. By regularly monitoring progress, adjuetments can catch these issues early on and make adjustments before it's too late. And whenever possible, pair something tangible with that praise. By applying the SMART framework when setting goals, you provide your team with a clear roadmap to achieving the successful outcome of a project. Segmenting the Market to Reach the Targeted Population Section 5.

Tracking progress and making adjustments -

The more you can do to prove you're responding to the actual needs of the marketplace and the target audience, the better position you'll be in to find the money to support what you do.

So, how do you actually look at these areas and decide whether and how you need to change what you're doing? Depending on your budget, you can use some of the same formal tools that commercial marketers use, or you can use less formal, but nonetheless reasonably accurate measures that give you similar information.

As discussed above, you have to monitor both the results of the campaign and your work, as well as attitudes toward the campaign and your organization. There are various ways to do this. The three most common ways to monitor a marketing campaign are, in marketers' terms, sales analysis, market share analysis, and expense -to-sales analysis.

All of these depend on hard numbers -- the number of participants you serve, the amount of money you raise, the statistical achievement of a particular goal.

It's apparently difficult for marketers -- even when they're discussing social marketing -- to think in any but commercial terms.

While in some cases, sales is close to what we are really talking about in this chapter -- marketing an item connected to your work, trying to bring in contributions to your organization or initiative, trying to sell a service to third party payers -- in most cases we're referring to something slightly different.

The equivalent of sales for most health and community-based organizations is the number of people they can attract to services, the number of people they can convince to adopt healthy or socially desirable practices, the amount of community support they can muster, or the amount of influence they're able to exert over policy through their advocacy efforts.

We'll continue to use the term "sales" in this section, but what we usually mean is one of those health-and-community-organization equivalents. The numbers here are generally easy to determine, and are measured against either pre-set goals or past performance. What they mean may not be easy to determine.

Attracting a lot of participants may not mean you're offering quality service, for example. You may need to know how long they stay, or how well they achieve their goals to determine that. You can compare the amount you've raised, or the number of people who've quit smoking to your goals, but not to what's possible, or to what would happen if you used another marketing method.

Measuring market share gives you a bit more information than sales analysis, because it uses the competition as a control group i. a group that's not exposed to your campaign. If you're doing better than the competition -- if more people are eating heart-healthy diets in your area than they were before you started your campaign, for instance, but that isn't the case elsewhere -- you have some evidence that what you do is working.

If your effectiveness according to these measures isn't adequate, you'll probably have to address one or more of the following if you want to change the situation:. The other measure of how well your campaign is doing is how it and your organization are viewed by your target population and others important to your work.

You can analyze attitudes by looking at them in simplest terms e. asking people "How do you feel about our organization on a scale of ?

You can also look at people's levels of satisfaction with your campaign and organization, which can give you more, useful information to work with. There are a number of different types of satisfaction measures, ranging from simple to fairly complex, that yield different amounts and kinds of information.

The question of whose satisfaction matters is one that needs to be asked here. Any organization has several "publics" whose good will is important -- participants or beneficiaries, the rest of the target population, contributors, funders, policy makers, the community at large -- and has to satisfy all of them to some extent.

It's virtually impossible to maximize everyone's satisfaction, and maximizing satisfaction may not be the goal in any case. The best strategy is usually to try to strike a balance among the needs of the several constituencies. This often means balancing the costs to the organization in money, good will, community support, etc.

with creating a relatively high, or high-enough, level of satisfaction among all concerned. Thus, a particular aspect of the organization -- the physical attractiveness of its space, say -- may not rank very high, but people may not think it should rank very high.

In that case, there's really not a problem, and the organization doesn't need to run out and hire an interior decorator. If, however, most people rank another aspect -- the quality of the medical staff at a clinic, for example -- very low, but think it should be ranked very high, you either have an image problem, or you need to review the competency of your personnel.

If an aspect of the organization -- again, let's take the quality of a clinic's medical staff -- lands in quadrant 1, everything's fine: people think an excellent medical staff is important, they find your medical staff excellent, and you just have to be sure to maintain your level of quality.

If it lands in quadrant 2 -- people still think your medical staff is excellent, but they don't really care much about the quality of the staff -- you're still OK. What you might think about here is whether you're putting too much of your resources into that area of the organization, since people don't attach much importance to it, anyway.

If the scores place staff quality in quadrant 3 -- the staff's not really very good, but that doesn't matter -- you don't really have to worry too much except about the threat of a malpractice suit. Even though performance is low, the fact that people don't think it's important means that you don't really need to adjust anything, at least immediately.

You may want to improve staff quality for any number of other reasons, but the current quality of staff won't keep the target population away. If staff quality lands in quadrant 4, however, you have a serious problem. People think the competency of the medical staff is very important, and they don't trust your staff to remove a splinter.

Here's the area where you have to make major adjustments, both in your campaign and in your operation. If, in fact, your staff is very good, and people just don't realize that, then you have to get that message out, and quickly.

If, as is more likely, at least some of your staff isn't up to standard, then you need to think about how to either improve their skills or replace them, and to publicize the fact that you're doing it. You may have other reasons for improving or changing areas of the organization that fall into other quadrants, but they don't need to be changed immediately to respond to customer satisfaction.

Once you've found out what people see as the negatives of your organization, it's up to you to fix them, starting with those seen as most important. If a negative attitude about some aspect of your organization or campaign is the result of a misperception, try to correct it through public information, media stories, support from members of the target population or from influential individuals -- whatever you have to do in order to make it clear that people have been mistaken in their beliefs about your organization.

If the negative perception is accurate -- your organization's staff is condescending to participants, your anti-smoking campaign is too strident and plays on people's fears, your request for contributions tries to make people feel guilty -- then you need to acknowledge the problem and change whatever is causing it.

That may mean retraining or firing staff members, or changing the tone of your campaign entirely. Monitoring efficiency means looking at how well you're using your marketing resources, and whether they're giving you an appropriate return.

In commercial marketing, this is known as profitability. In health and community work, your profit is usually not measured in dollars, but in the number of people you can reach and serve, the number of people who change their behavior in a personally or socially desirable way, the number of policy decisions you affect, etc.

On the other hand, nonprofit organizations also need actual money in order to survive; dollars are not totally irrelevant.

If your social marketing effort is a fundraising campaign, then your return will be measured in dollars or pesos or Euros or rupees. Sometimes, both funding and other kinds of profitability are at stake. Many job -training programs are outcome-based, for instance: the job-training organization gets a certain amount of money for each person it recruits, further payments as trainees complete benchmarks in their training, and a final payment when the trainee actually gets a job at or above a specified level of pay.

So by doing a good job at recruiting, training, and placing trainees, the training organization also does well financially. A situation like that just described can work for financial profitability at the expense of community profitability.

Outcome-based payment encourages organizations to recruit only those most likely to complete the process -- people who already have some skills and job experience -- rather than those with the lowest levels of skills and experience, who most need the service.

The organization is certainly more efficient if it "creams," i. recruits only from the top level of the potential pool of trainees -- but is it, in fact, fulfilling its mission? In this case, it's presented with a situation where it may have to choose between efficiency and effectiveness.

As we have discussed elsewhere in the Tool Box, it seldom benefits an organization to ignore its mission in favor of other considerations, particularly financial ones. There are almost always alternatives, including negotiating arrangements with funders for working with high-risk populations, and setting up pre-training programs for high-risk participants to increase their chances of success.

Efficiency can be achieved in a number of ways. If you ignore your mission, you risk becoming less effective as you become more efficient. Are you working in the right area? If you're only addressing youth violence in affluent neighborhoods, for instance, you're probably putting a lot of your resources in the wrong place.

Has the neighborhood or area you're aiming at changed because of immigration, gentrification, or other social factors, so that it's no longer home to your target population? You may need to shift your focus, or even your whole operation, to another locale.

Especially if your marketing resources are scarce, you should be concentrating them in the area where they'll have the most effect. Market Segment. Are you concentrating on the right segments of the target population? Perhaps you're not trying to reach those who are most ready to change. Perhaps the people whose behavior you want to change are influenced, not by your message, but by the opinions of particular others -- their doctors, their pharmacists, their parents, etc.

If that's the case, then it's far more efficient for you to reach those others than to try to convince members of the target population themselves. Distribution channels. Are you getting your message out through channels that the target audience pays attention to? As mentioned above, if you're not using the channels that the people you're trying to reach use, you might as well be shouting your message to the winds.

You have to be in the right media outlets and the right geographic areas, and you have to use the right language and images and the right form of communication text, audio-visual, personal contact, etc.

if you're going to reach the largest possible number of those at which you're aiming. You have to be aware of what the real competition is and work to counter it. If you spend your resources trying to neutralize the wrong competitor, the target audience will ignore you.

Before welfare reform, job-training and employment programs often tried to sell themselves by praising the benefits of self-sufficiency and the satisfaction of bringing home a paycheck. Virtually all of the welfare recipients the programs targeted were already aware of those benefits, and were, in fact, eager to work.

They knew, however -- or quickly found out if they went to work -- that if they took a typical low-wage job, they'd lose all their health benefits. As soon as they or one of their children needed medical treatment more complicated than aspirin, they either had to go back on welfare or remain untreated.

The job-training programs would have been flooded with applicants if they had found and advertised a way for trainees to keep their health insurance after they became employed. The competition here was not unemployment, but health insurance. Questioning the target audience to find out what is actually at the root of their undesirable behavior -- continuing to smoke, not contributing to your organization, leaving their children unvaccinated -- will help you understand just what, in your campaign and in your organization, you need to adjust to respond to competition.

Like any for-profit organization, non-profit organizations have to monitor and adjust their short- and long-term strategies regularly to make sure that they're continuing to go in the appropriate direction.

We're really talking about two kinds of strategy here: organizational strategy and marketing strategy. The two are inseparable: good marketing strategy has to reflect organizational strategy, and the best marketing strategy in the world won't help if organizational strategy is wrongheaded or non-existent.

Organizational strategy relates to the mission of the organization. How are you going to fulfill your mission and reach your goals? If you've gone through a strategic planning process fairly recently, you should have an outline of current and long-term strategy.

If you've just followed the path of least resistance to get to where you are, it's definitely time to develop an organizational strategy that takes into account where you are, where you want to go, and how you want to get there.

Marketing strategy is the strategy of your social marketing campaign. How can you best influence the behavior change you're aiming at? Whether your campaign involves advertising, providing support, direct solicitation, advocacy, or all of these and more, you need a strategy to keep it moving consistently in the right direction.

Think of the fact that polls show that a vast majority of Americans realize the importance of clean air and water, and are eager to safeguard them. In the mid-twentieth century, that was not yet the case, and environmental social marketers concentrated on making people aware that air and water quality were far too low.

Tability is a platform that can help teams set better goals and track progress easier. By using Tability, teams can monitor their progress toward their objectives and make informed decisions based on that data.

Tability creates better weekly rituals, that keep teams focused on the goals on a week-to-week basis, so things don't fall through the cracks. This improved knowledge of what's happening in your team, helps you make better decisions faster.

Christopher Wong, Director of Product at Escrow. com , found that Tability gives him the knowledge and data to make better decisions. Setting goals and tracking progress is vital to achieving business success, but common beginner mistake is to set a plan and to blindly follow it. Monitoring progress is necessary to determine whether a goal is attainable and if not, adjustments need to be made quickly and effectively.

Using a platform like Tability, teams can set SMART goals , track progress, and make informed decisions based on that data. By doing so, teams can be more proactive in achieving their objectives and, ultimately, succeed in their endeavors. Curating OKR, planning, remote and work culture tips from the brightest minds around the world.

New articles every week. Copyright © Tability Inc. Outcome-Driven Teams. Articles OKRs examples KPIS examples Resources. Thank you! Your submission has been received! Table of contents. Instead, it works as a bridge between projects and between multiple project management tools.

One more crucial tip before we go. Build in and budget for rewards when you and your team reach those bigger milestones or accomplish a big-picture goal. Take time to praise team members, pointing out how their rigorous attention to smaller goals and objectives is what got the team to this bigger milestone.

And whenever possible, pair something tangible with that praise. When you can, build in these rewards in advance — and advertise them. One word of warning: As a manager, you have to learn to read the room.

You can also encourage team members to do this for themselves on a personal or smaller-scale level. Those types of personal development goals might even be a part of the performance review process or some other formal program in the workplace.

But the team member can also set personal reward milestones, like choosing a nice lunch out at the conclusion of each book. Why does any of this matter? Because to be highly effective in their work, people need motivation. For your most motivated team members, the thrill of the work or the goal itself is motivation enough.

But others may tend to feel demotivated if they push toward a goal and nothing visible happens when they reach it. Adding real rewards to goals can be the spark of motivation people need to push harder and work more effectively toward a goal.

It also has a positive effect on individual and team morale, which further contributes to the effectiveness of the people on your team. Both setting and tracking goals are crucial for organizations and teams that want to see progress and growth.

To get the most out of your goal tracking efforts, you need the right set of software tools and apps that can get you out of the old days of pen and paper and help you collaborate better in real-time. Range is a meeting management platform built for the needs of distributed and virtual teams.

Range is also full of powerful features for goal-setting and goal tracking. With Range, you can easily track goals and see day-to-day progress — and you never have to micromanage your team to do it.

Sign up for Range. Help your eng team succeed Read More Set team goals that succeed and bring the team together. Read More The tried-and-true method has revolutionized the way companies measure performance Read More Getting started How to use Range A quick start guide for taking your team productiv Write your first Check-in Plan your day and share your progress with these t Running Slack Standups with Range Make the most of Slack standups with Range Check-i Use Cases By Workflow 🔀 Remote Standups.

By Team 🚀 Today's Teams. Run Better Meetings Free meeting tips. Resources Connect 🛠 Developers. Popular posts Amazing Icebreaker Questions for Work Use these in Range.

Engineering Performance Goal Examples 10 examples to help your team succeed. How to track goals in the workplace: Tips, methods, and tools Objectives.

Your contribution can help change lives. Donate now. Seeking supports Traciing evaluation? Coenzyme Q production more. Tracking progress and making adjustments several years, the Peterson City AIDS Prevention and Treatment Team PCARTT had been distributing condoms and advocating safe sex and early HIV treatment in the Peterson gay community.

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