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Avoid Goal-Setting Traps

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Publish date: Sat, 16 Feb 2019, 05:00 PM
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DECIDE UPON YOUR TRUE DREAMS AND GOALS
 
 
Avoid Goal-Setting Traps
 
2 Goal-driven leaders inspire us. First, they articulate their vision clearly. Then they create a culture where everyone rows together toward the finish line.
But even the most enthusiastic leaders can botch their goal setting. In expressing what they want to achieve, they hit snags that derail their progress.
Part of the problem stems from the tendency to romanticize innovators who insist that seemingly outlandish goals are feasible. Steve Jobs applied what early Apple employees called a “reality distortion field” to goad them to produce superior results. But that doesn’t work for everyone.
Some traps of goal-driven leadership and how to avoid them:
Reach far, but not too far. It’s easy to get carried away by an ambitious goal. You might think that pushing people to exceed their outermost limits makes you a stronger leader. But it’s actually fraught with risk.
“The largest trap is an overreach where you set goals that are too aggressive,” said Juliana Stancampiano, chief executive of Oxygen, a Seattle-based consulting firm focused on workplace learning. “You have to look at how much money and how many resources you have to invest” before directing people toward a lofty goal.
Know who does what. After stating your goal, you may assume it’s best to step back and let your team figure out how to divvy up tasks and mobilize quickly. It’s wise not to micromanage people. But it’s possible to be too hands off.
“Be very clear on everybody’s role in reaching the goal,” said Stancampiano, author of “Radical Outcomes.” “Otherwise, people can go off and do things you didn’t think they’d do,” and wind up wasting time or producing faulty work.
For example, announce growth goals. Then let people feel their way forward. Stancampiano says a learning consultant “over-engineered a lot of processes for the company,” which proved counterproductive. Defining each employee’s role and responsibilities would’ve prevented this staffer from straying from his expertise and trying to do too much in pursuit of the goal.
Radiate passion. If you’re just going through the motions, people may reject your rallying cry to hit a certain target. But exhibiting deep belief in the goal — and showing some vulnerability as you make a genuine personal appeal — can boost everyone’s motivation to succeed.
“Leaders need to be authentic and find what their purpose really is, not just easy words,” said Robert Quinn, professor emeritus at the University of Michigan’s Ross Business School. “When you’re authentic, your purpose becomes the arbitrator of all decisions.”
Involve your team. Leaders who devise goals in a vacuum overlook a valuable source of information — their employees. It’s better to hash out your goal with the input of your staff.
“Ask for pushback,” said Kate Zabriskie, president of Business Training Works, a training firm in Port Tobacco, Md. As you formulate goals, she suggests asking colleagues questions such as, “What obstacles do you foresee?” and “What other things do you think we should be measuring?”
Provide support. You can deliver a rousing call to pursue a worthy goal. But if your team lacks the tools and resources to follow through, it’s all for naught.
Zabriskie warns about “getting caught in the blame game,” where you expect people to produce results without giving them the proper support. They can wind up saying, “I can achieve this, boss, if I have better technology.”
Give your team a running start. Tighten processes that are easy and cheap to fix. That way, you “take care of low-hanging fruit first and upgrade” as you go along, Zabriskie says. Morey Stettner.
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