NFIB

Setting High Goals
04/ 02/ 2002


You probably have established specific goals for yourself and your company. And perhaps you update these regularly as the goals are achieved. But are you setting your goals high enough? Certainly you want to be practical, but why not set goals that are "impossibly" high? As Thoreau said, "If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundation under them." In today's Workshop, writer Jeff Moses discusses some strategies in setting beneficial goals.

--In theory, setting high goals should motivate workers to achieve as much as they can. If the goals aren't completely reached, there's still the possibility that you'll be farther ahead than if you had set more "realistic," commonplace goals. The trick, of course, is to not set goals so high that everyone is overwhelmed by the task before them and simply gives up before they start. To make a lofty goal seem more "attainable," set a definite time period for achieving the goal, then systematically break up that time period into a series of smaller goals that seem more reachable. By doing this, you'll be establishing specific steps of progress toward the larger goal.

--When possible, clearly define the steps for achieving each of the smaller goals. The more exact, specific and realistic the steps toward success are, the more achievable the goals seem.

--Employee motivation, inspiration and incentives will be the key for achieving -- or nearly achieving -- each of the goals. Motivation is an art, and books on managing usually go deeply into the subject. In general, employees need to know that they personally will share in the rewards that come from reaching goals. Along the way, incentives such as long weekends, "employee-of-the-month" recognition and small financial perks can help to improve morale. But to continue a concerted team effort over the long-haul, sincere financial motivation is usually the best choice. Make sure that key employees are made part of the "inner" financial team. You might want to consider discussing profit-sharing, financial bonuses and increased employee benefits with key employees.

--Do not set limits on employee compensation for successful activity. For instance, if you're offering 10 percent compensation for sales over a certain level, don't start reducing that percentage when certain employees begin making a great deal of money from the arrangement. If you've set up an arrangement, stick with it. Be careful what you promise -- people always remember. Maintaining honesty and steadiness as the company moves toward its smaller goals will inspire confidence and help your staff gear up for the efforts it will take to reach the final large goal you've set. When employees exceed benchmark levels, hand out checks at company meetings. Never underestimate the power of personal recognition. For some employees, that is almost as important as financial reward.

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