Introduction: Video Course

Linked Objectives

In this diagram of a linked objective on the Crimson team’s scorecard referencing an objective on the Amber team’s scorecard, notice that the Crimson team has chosen to categorize the Calendar Deployment objective as a Customer consideration, rather than the Learning and Growth category that the Amber team considers it.

Category is a tool to help you organize objectives on your scorecard, so MyObjectives does not cause a linked objective to be tied to the category being used on the original objective.

Here’s how this all looks on the scorecard Objectives page for the Crimson team: Pretty much like any other objective! But with the chain link icon we promised. It looks a little different over on the original scorecard, so let’s switch our scorecard over to the Amber team.

Hey, looks pretty much the same, but instead of the chain link icon, we have this “meeting” icon that kind of depicts people looking over your shoulder at your objective.

Let’s tie this together a little bit more now that you understand the mechanics. When teams link to objectives on another team’s scorecard they become invested in the success of that objective because its progress affects the SMARTscore of both teams.

The impact of this on your culture is fantastic, for all the right reasons. First, and easiest, teams may be interested in what you’re working on, but unless they play a substantial role in it, they are less likely to link to your objective because doing so will impact their score. Secondly, teams collaborate more often and more strongly because through the linkage their contribution in effort rewards them in contribution of score points.

So, what is separate and what is common when an objective is linked by others?

First, how you view the objective with respect to your other objectives is entirely up to you, so you are free to give the objective a different priority than the originating team gave theirs, and you are free to categorize it differently.

Second, and back to the definition of what is an Objective (“someone… wants… something”), changing attributes that define the work will be reflected on both scorecards. Hopefully it’s clear that editing the description *has* to be reflected on both both sides of the linkage.

Same goes for the actual and forecast scores: The work is either at that level of progress or it’s not!

You also probably don’t want two different understandings of the roles being played, either.
Now it is entirely possible two different teams will run the quality evaluations differently, but what a wonderfully rich conversation they’ll have!

Whew! Lots of good information in this section. Give yourself a quick break, take another short quiz, and return to this ready to finish this lesson, looking at the last three quick steps.