Skip to Content

Your Boss Just Gave You an Objective. Now What?

 April 18, 2019   By John Rutkiewicz


Main Content

Your Boss Just Gave You an Objective. Now What?The other day, a leader I coach – we’ll call him Jim – said to me:

“My boss gives broad direction about what I’m supposed to accomplish, but she doesn’t give details about what she wants to see. At the end of December, she said, ‘Next year, I want you to increase distributor sales.’

“What am I supposed to do with that?”

I asked Jim some questions to learn more about his story. Then we discussed these five suggestions….

Embrace the Freedom

Simply put, objectives are general destinations, like increase distributor sales, improve customer satisfaction, lower operating costs or develop more effective managers. These objectives are helpful in terms of providing direction and vision. Objectives are the end-game.

A broad objective gives you plenty of freedom because it leaves space for you to get creative. An objective lets you apply your experience and expertise to figure out how to get there. It enables you to be involved in the process, to be empowered. If you let it.

An objective your boss hands you is nothing more than a problem to be solved. Take on the challenge. Be the problem solver. (Bosses love problem solvers.)

Ask Some Questions

If your boss gives you a general objective, the objective itself often won’t contain enough information for you to make it real. That was Jim’s frustration – not enough info, too little clarity.

If you’re not clear, if you don’t have enough information – ask questions.

Sit down with a piece of paper and brainstorm everything you want to know about the objective. Then, craft that data into your most pressing questions. Meet with your boss and talk through the questions. The answers will give you much of the context you need to move forward.

In formulating questions, take a tip from journalists. As they research and write stories, they ask: who, what, when, where, why and how.

You might ask your boss questions like:

  • What’s driving the need for this objective (why)?
  • What constraints or guidelines do I need to keep in mind?
  • What resources can I use?
  • What are the must-haves?
  • Who else needs to be involved?
  • What’s the business risk if we don’t reach the objective?
  • How much (what’s the measure)?
  • By when (what’s the deadline)?
Remember: Objectives Aren’t Goals

Objectives are broad strategic destinations. Objectives are the WHAT. Take the hill. Win the game. Increase distributor sales. They provide a vision. They can foster motivation. They give you a challenge.

But by themselves, objectives aren’t enough. (Thus, Jim’s frustration.)

That’s where goals come in. Goals are the HOW. Goals are specific, tactical, measurable actions and results that move you toward the objective. They’re your “bets” on how you’ll hit it.

Without goals underneath it, any objective lacks rigor and concreteness, even if you find the objective inspiring or challenging.

So, you’ll need a plan.

Lead Upward - six strategies for influencing people of power

Build Your Plan by Setting Goals

Now, you can really embrace the freedom within a broad objective because you get to develop your own roadmap for getting there – a plan comprised of specific, measurable goals.

Take what you’ve learned from asking your questions above. Think about the things that need to happen or materialize along the way to the objective, including milestones, must-haves, constraints, how much, by when. Get creative and brainstorm on paper.

As you formulate goals to support the objective, it can be helpful to use that age-old acronym, SMART, to guide you. SMART is a checklist of sorts for developing solid goals.

At Living As A Leader, we define SMART this way:

S - Specific

M - Measurable

A - Agreed-upon

R - Realistic

T - Timed 

Use the SM and RT to develop goals for your plan. In other words, as you write goals, ensure that they are Specific, Measurable, Realistic and Time-bound.

As for making your goals Agreed-upon, that happens in the next and final step.

Pitch the Plan

Circle back with your boss (and other key stakeholders) and present the goals within your plan. Share your rationale behind your goals. Get their feedback and perspective. Based on what you learn, modify your plan…then GO!

This final step helps you clarify and validate your goals. It also creates agreement and alignment with your key stakeholders, so you have the buy-in and support you need.

Perhaps the greatest benefit? You’ll demonstrate to your boss and others your initiative, critical-thinking ability and commitment to moving the organization forward.

Who wouldn’t want someone like that – like YOU – on their team?

At Living As A Leader, we offer a Leadership Development Series designed to produce leaders that can positively shape the cultural environment, reduce turnover and achieve crucial business initiatives. We do this by providing training, coaching and consulting with a focus on pragmatic communication tools for leaders at all levels of your organization.

For more information, contact Steph Collins at

About the Author

John Rutkiewicz

Facilitator and Coach, Living As A Leader®

John has more than 25 years of experience as a leader and manager in fields ranging from sales and marketing to customer service, financial services and human resources. Since 1993, he has delivered facilitation, training, coaching and leadership-development services to help leaders and other business professionals reach higher levels of effectiveness and success.

Email John John's Bio



Sign up for an Information Webinar

Find out how our Leadership Development Series can help you and your organization improve the employee experience and drive business results through more effective leadership.

Register Now!

Related Blogs

Please wait while we gather your results.

The Case for Gratitude at Work

The simple act of saying thank you at work does not come naturally to all leaders.

When someone is put in a leadership position, the focus is often on developing processes, outcomes, and goals. But in that focus, the human element of appreciation can get lost.

November 3, 2023 | By Living As A Leader

Read More

How Much Should Companies Spend on Talent Development?

Growing Your Leadership Resources with Social Media

Growing Your Leadership Resources with Social Media Social media has erupted in our culture as an essential tool in our daily lives.

October 13, 2023 | By Living As A Leader

Read More

How Much Should Companies Spend on Talent Development?

What happened to the 40 hour work week?

What happened to the 40 hour work week? In the post-pandemic world, changes to the standard work week have accelerated.

September 15, 2023 | By Living As A Leader

Read More