Two Theories on Goal Setting

/ Zach Heller
goals.png

There are two competing theories on goal setting. We covered both of them last week:

Both theories have their advocates. And both have their detractors. So the question is, which one works best?

And as is often the case, the answer is, it depends. In this case, it depends on how you define what a goal is.

The benefits of using more achievable goals are improved morale from attaining said goals. It can bring teams closer together, and increase passion for the work at hand. People who argue for this approach define a goal is something they expect to be able to achieve. Goals, in this case, are an expectation, a predicted result.

Detractors would say that’s not a goal. A goal is something beyond the expected result. Because a goal should be used to motivate people to overperform. That’s why they use stretch goals. Achieving expectations is all well and good, but in order to improve over time, they set stretch goals their teams can aspire toward.

In the case of stretch goals, coming up short is okay. In fact, if you always hit your goals, you are not setting them high enough, they’ll argue.

So how do you define goals? The answer to that question is the answer to which approach will work best for you.

The Case for Setting Stretch Goals

/ Zach Heller
goals.png

At work and in life, it is important to have goals. Goals help to focus us, keep us moving forward. They let us know if we’re doing the right things, and doing them well.

But setting the right goals is a skill that many of us have yet to learn. When leading a team, how do you know if the goals you’re setting are the right ones? Are they too easy? Too hard? Does it matter?

While there is much debate about whether it is better to set goals that are more attainable or to use stretch goals that are often beyond the realm of possibility, no one debates the value in setting goals.

So if it is your job to set the goals for your team at work, you will need to decide how to set them.

The argument for setting stretch goals is a simple one.

First, people who set stretch goals define goals differently than those that set more achievable goals. If you are constantly exceeding your goals, they say, then you are not setting them high enough. Instead, goals should be used as motivation to go above and beyond the call of duty.

Stretch goals motivate a team to outperform expectations, rather than just live up to them. When you set goals that seem almost unattainable, you force your team to explore new opportunities and test new ways of doing things that they might have otherwise ignored. You bring out creative thinking and problem solving skills that might have been lying dormant.

Yesterday’s post presented the case for achievable goals.

The Case for Setting Achievable Goals

/ Zach Heller
goals.png

At work and in life, it is important to have goals. Goals help to focus us, keep us moving forward. They let us know if we’re doing the right things, and doing them well.

But setting the right goals is a skill that many of us have yet to learn. When leading a team, how do you know if the goals you’re setting are the right ones? Are they too easy? Too hard? Does it matter?

While there is much debate about whether it is better to set goals that are more attainable or to use stretch goals that are often beyond the realm of possibility, no one debates the value in setting goals.

So if it is your job to set the goals for your team at work, you will need to decide how to set them.

The argument for setting achievable goals is a simple one.

First, achievable goals are realistic. There is value in hitting and outperforming your goals. It is good for team morale, as you get to celebrate strong performance, whereas stretch goals that you never achieve might leave team members feeling down or unmotivated.

Second, achievable goals help you sell yourself and your team to the rest of the organization. Whether you are working toward bonuses or promotions for yourself and your team members, trying to grow investment in your division/brand, or looking to generate positive coverage outside the company, beating your goals is better than the alternative.

Tomorrow’s post will present the case for setting stretch goals.