Goals - and how to achieve them

by

Paul Topliff

A target is a goal that is aimed at. A goal is a point marking the end. It is a misnomer to state hit target. It is correct to state achieved the goal

If an impossible benchmark is set, that you have no option but to attempt, it is highly likely that at some point you may experience symptoms of pain, depression, worthlessness, undervaluation, underachievement, low morale or indeed esteem. It is arguable therefore that the process of setting benchmarks and targeting goals, is not only given exceptional consideration and due diligence (given that the outcome often has a dramatic effect upon the human mind), but that the whole approach of this process be considered too. There are not only scientific challenges to this topic, but also artistic. Its ok having knowledge and hands on skills and experience, but if man management techniques are not what they ought to be, then you can be sure that the ship will never sail smoothly as intended. A good blend of charisma, empathy, diplomacy, firmness and dare I suggest sympathy, with a bucket load of fun poured in for good measure should just about do the trick. Of course its all well and good highlighting solutions on paper (although its a start), but to achieve good practice can be quite a feat in itself. It is pretty much the norm that we all accept and understand the idea of you hit target, we pay bonus. We pay bonus: everyones a winner. This of course is only half the story. There are the variables in Markets and environments to consider. Some Markets are far more target driven than others, and impact in very different ways upon the differing environments. Then there are cultures, ethos and expectations common to a particular work setting to consider.

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So what is it that drives us towards achieving and surpassing the benchmark, and having the desire to continue to repeat this process ? Firstly, the benchmark tends to be the expectation of the goal setter. The target on the other hand is the path given to the goal getter. Consciously there is often the incentive of a tangible reward given or earned for what is commonly termed hitting target. Achieving the benchmark on the other hand tends to go tangibly unrewarded, and is usually accepted (reluctantly or otherwise), with a well meant thank you, on the understanding that a benchmark is a given of daily practice. One thing is quite clear here. If the plan of action is to become a success, it has a better chance of doing so if there is quid-pro-quo. So the questions here are: 1. What form should they take ? 2. When should they be given ? Reward and recognition of course is a vast topic per-se. Suffice it to suggest that a reward or recognition for an achievement may take the form of something either tangible or intangible. Either way it is important that it is considered to be useful to the recipient, and requires careful thought given to this matter (you would not reward a Coal Miner with a Bus Mans holiday for digging the most coal would you ?). As to the second point of when they should be given. Most people would agree that a bonus is earned or given when the goal is achieved. I have no qualm with that. But whos to say that a reward should not be as a commission related to effort. Reward the effort, and reward the result of the effort. Further aspects to this of course are timing and placing of rewards. You dont pay bonus before the goal is reached, otherwise the achiever may see nothing at the end of the task as reward for the effort they put in. You may of course decide to indulge the goal getter, by offering periodic incentives independent of bonus, being most careful not to allow these treats to be seen to be expected as of right, or taken for granted. So having looked at what goals, targets and benchmarks are. Having touched upon management technique, markets and environments, as well as reward, effort, timing and placement, we now look towards the purpose, achievement, encouragement and motivational aspects of the journey towards reaching the point that marks the end.

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From a personal point of view, the purpose of a goal may be to enable an individual to attempt to better themselves or to somehow rectify their mistakes, errors or ways. Alternatively a goal may be used to enable one who dominates a situation through either goodwill or selfishness, to ensure that another person or persons will secure the rewards, and or recognition for ones own purposes. Either way whether it individual, teamwork, goal setter or goal getter, one thing is almost certain: there will be a great deal of kudos attached to the achievement of reaching the goal. To attain this level of achievement though the goal must be doable, so the target path must be set just right. If this is achieved, there may be effects of elation and euphoria, worth, power, intelligence, arrogance, invincibility and so on for the goal getters and setters. Once again, the key is not to lose sight of the fact of why you strive to achieve the goal, and just how much effort was produced and satisfaction it gave. Keeping your feet on the ground so to speak. Very often the time to look over your shoulder is when things are going well. Complacency or blas is a tried and trusted ingredient to a downfall to undo your hard work. It may be taken from this that goal setters may have alterior motives to glorify themselves off the backs of others tangibly, financially or otherwise, and is something to be wary of. Of course the goal setter may genuinely set the goal blindly to test the water, and discover benchmarks in order to attempt to improve efficiency, and ultimately provide superior service to customers. Or the goal setter may know or believe that they know the Market or goal getter well enough, or indeed that they themselves understand the concepts of setting benchmarks and targets enough to steadily and incrementally raise the bar in the right proportions, so as to sufficiently allow or encourage the goal getter to step up to the plate as it were. Essential ingredients that must be considered as paramount here are encouragement and motivation. Knowing when a certain amount of encouragement is required in a particular type of situation, and to a particular type of person is crucial in the art of motivation. A motivated workforce will always give up so much more than a de-motivated one, so it is again crucial that relationship building skills are honed. A bad relationship between a Manager and worker for example does little to motivate anyone, and could well have an adverse effect upon the Team as a whole. This in turn affects the organisation, and so it escalates. In terms of attaining goals, there are undoubtedly different methods to achieve this. For example a personal goal can be quite different to the
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achievement of a team goal. Personal goals are often kept separate from others in the workplace in case they are seen to be boastful or big headed, which may cause resentment among others. In this situation it may be a good idea for the goal getter to keep a written record of their achievements as part of a Personal Development Plan, whether or not they told anyone of this. That way it is more likely that it would be accepted as an official rather than an unofficial form of action taken by the goal getter. If the goal is achieved by an individual as part of contribution to Team effort, the individual may show modesty about their achievement, while the rest of the Team do most of the celebrating. There is of course another type of goal. The goal achieved by the Team as a whole, and as one. This type of goal more often results in an unmitigated release of wild euphoria or boast, though as things calm down a little, a false modesty may rear its head for anyone wishing to listen. One thing is for sure, when a target is set just right, and a goal subsequently achieved, and there is a harmonious relationship between the one who sets the target and the one who goes for goal, this in itself is usually enough to motivate the goal getter, and re-create interest enough to look forward to achieving further goals. So what is it that makes people wish to achieve goals ? Good question. For a start, we often hear the phrase boosting morale in the workplace. Well boosting morale merely illustrates that morale is somehow seen to be a little depleted, and may in itself require a little adjustment. As part of the process of encouragement and motivation to boost morale, one who sets the goals may look for ways to achieve this through trial and error. The danger here is that there may be feelings of resentment if morale boosting exercises are somehow seen to be imposed upon those they are intended to benefit or please. One persons fun can often be anothers misery, and to impose such exercises as say Team quizzes or dressing up/down day may well have the effect of depleting morale further. True motivation I would argue, would be more likely to emanate from such things as clever and honest Management techniques, such as motivating people enough to want to do the job for you, or make things easier for you, or volunteer for tasks and so on, thus creating a yearning for full participation. The antithesis would be a somewhat dictatorial Managerial system that appears to threaten sanctions frequently for failure to achieve this or that. Arguing that this is the way of the world or thats just the way it is on a take it or leave it basis. The latter method I will argue are highly likely to encourage two steps being taken forward, and

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often three back. You can enforce a target or benchmark certainly, but you can never enforce a goal. One of the important steps in understanding managerial techniques, are to know when to take a softer approach and when to crack the whip so to speak. Who to approach in one way, and who to in another. The only real way to perfect this technique of course is to make the effort to really get to know your staff sufficiently that trust, confidence and respect are built up sufficiently for the goal getter to reciprocate and open up and share their experiences with you. Its not merely enough to compliment by saying what a fantastic job a person does, then in almost the same breath keep chipping away at their achievements by suggesting that their input needs to be improved without any reward for attaining a consistent level of achievement. Actions are indeed louder than words, and if people keep seeing and listening to the same thing over and over, they will eventually stop listening and become blind to whats placed before them. It can be said therefore that variety is also extremely important. Recent Government and Medical studies suggest that both the mind and body require exercise to strengthen and stimulate against feelings of depression, obesity, weakness and illness. The benefits of strength and stimulation are numerous. Less absenteeism and turnover of staff leading to an increase in productivity and lowering of variable costs. I summary it may therefore be said that a happy workforce run with clever and sensitive handling techniques by Management at all levels, who know and believe in their workforce and listen with compassion are far more likely to be repaid with interest. A fit, stimulated, well rewarded and recognised workforce who are motivated, trusted, known and encouraged are more likely to make the work of an organisation more enjoyable profitable and efficient. Goal setters and getters alike are encouraged and motivated by successful systems that work and provide the necessary impetus for continued improvement.

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