![]() Rather than exclusively cascading goals down the ladder, involve employees in the process through frequent discussions about business objectives and purpose, then partner to develop measurable, motivating targets in which they have direct say. The goal-setting conversation can be a powerful unlock to bring purpose into work and connect the individual to something larger than themselves. According to our research, 70 percent of surveyed employees said their sense of purpose is defined by their work, and the leading driver of performance and productivity is the sense of purpose work provides. The antidote: Goal setting should inspire a productive discussion about how an employee’s work tracks to their individual purpose and fits into the organization's strategy. The pitfall is not that goals are cascaded down by leaders but that employees are not involved and they lack necessary organizational context that links their work to the company’s strategy. Pitfall 1: Goals feel mandated and disconnected from organizational strategy.Įmployees often feel demotivated and disengaged when their goals are assigned and the connection to organizational priorities is not clear. Although this is good advice, there are challenges that are less widely discussed yet perhaps more critical to success.īy addressing the following four pitfalls-with recommended antidotes-employees, managers, and organizations can get the most from the goal-setting process. ![]() We often see the same tips, whether it’s sticking to 3-5 objectives or making them sufficiently challenging and SMART (specific, measurable, actionable, results oriented, and time bound). January 17, 2024Goal-setting best practices proliferate in the new year.
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