The goal post is near…

For the past few posts, I have been really focused on goals and I think it is time to wrap up those thoughts so we can move on. To do that, here are some final observations:


Going back to my last post, in which an executive was resisting the pressure to put goals in to place, I want to share the rest of the story. A few of us from the outside worked diligently at putting fair and reasonable numbers into place. These numbers were based on the previous year’s actual data. Unfortunately, the executive worked with one of the employees to come up with their own numbers. Their numbers actually result in substantial negative growth and their excuse was they didn't want to be "set up to fail." Our influence only went so far in this situation and the lower numbers were adopted by the overall organization. It is a classic example of why an employee should not be responsible for solely determining their own goals. Instead the process should be a collaborative effort based on actual data. Politics must be put aside for the betterment of the business entity. If someone cannot meet reasonable expectations, then change of some sort must be enacted. Am I surprised this happened – absolutely not! It just was another example of why I am usually hesitant to work with them.

In the example above, the executive never had goals before and really used the situation to avoid reasonable benchmarks for success. What the executive failed to realize is that setting goals doesn’t mean that the business is setting their employees up to fail. There is nothing wrong with reasonable expectations that hold people accountable for their job responsibilities. Regardless of their career level, employees shouldn’t look at goals as a form of punishment. Instead they are a pathway to ensure personal success. Even more importantly, goals are a key element in building trust between the business entity and its employees.

Of course, it takes more than goals. A collaborative effort of setting priorities and reviewing accomplishments are also vital to the process. Priorities need to be set, and even altered as needed, so the employee and the subsequent chain of command are in sync with the urgency that may or may not be needed. Don’t ever assume that a list of goals will be prioritized the way you want think they should be - engage the process so that everyone is together on what the order items need to be done and the reasons why.

Finally, when the goals are accomplished, acknowledge and perhaps even celebrate the success.  Show that the employees that there are benefits to success. If people fall short of the targets, don’t immediately assess blame. Take the time to find out what when wrong. There could be many influencing factors and speculation won’t prevent it from happening again in the future.

Remember, the goal of most sports players and their teams is to celebrate a win. Why should it be any different for anyone else – individuals, businesses and families alike? Embrace the opportunities that arise in having goals as the keys to empowering your future!

Disclosure of Material Connection: I have not received any compensation for writing this post. I have no material connection to the brands, products, or services that I have mentioned. I am disclosing this in accordance with the Federal Trade Commission’s 16 CFR, Part 255: “Guides Concerning the Use of Endorsements and Testimonials in Advertising.”