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What's New
Your Workplace Annual Conference
Lois and Kathleen are speaking at the
Your Workplace
Annual Conference in Ottawa.
Click Here for more information.
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chapter of Kathleen's New Book
Leadership by
Engagement!
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The Death of “Stretch Goals?”
In our
February Newsletter we focused on clarity. One of the objections
to clear performance expectations is that goals alone provide
sufficient direction. The purpose of this Month’s Newsletter is to
reveal some important information regarding goal setting.
Maurice
Schweitzer, an associate professor of management at the University
of Pennsylvania’s Wharton School of Business is one of the authors
of Goals Gone Wild:
The Systematic Side Effects of Over Prescribing Goal
Setting published in the Academy of Management
Perspectives, 2009.
Schweitzer
states that overly aggressive goals, are in some cases, the cause of
unethical behaviour, destructive internal competition and
inappropriate risk taking.
Leaders have a
responsibility to set goals. The old chestnut of SMART is still
applicable, with a few updates.
Specific
– with a nod to sustainability. Focus on long term organizational
success versus just short term results or market share.
Measurable
– Evaluating success of the goal is obvious, but a wise leader
builds in other considerations such as learning opportunities,
involvement of the right people, respect of mission and values.
Achievable
– “stretching” to the degree that people are breaking is also
unsustainable as well as disengaging. The person must believe it is
doable. Demonstrate how this goal fits
in the big picture. Ensure that the necessary skills and resources
are accessible and available.
Realistic
– Is this the right thing to be doing at this time? Is it ethical?
What effect does this goal have on the rest of the workload? The
team? The organization?
Time Bound
– Negotiate the timelines with all involved. Neither too long (may
be forgotten) nor too short (quality sacrificed) a time frame.
Intentional
Act of Character
 Esther Lee, C.H.R.P. Vice President, Human Resources &
Administration,
Metro Toronto Convention Centre is an example of a leader who not only sets powerful goals for
herself and others, but who “walks the talk” with supportive,
appropriate behaviour.
Esther says:
"I believe Human Resources leaders help staff achieve goals
by spending time with front line employees on a consistent basis.
Having high visibility is one thing, but being hands-on demonstrates
that I 'Walk the Talk.'
With each of my employers; Hilton Canada, Canadian Pacific Hotels
and Resorts, Casino Windsor, Cara Operations, the Vintage Inns in
Niagara-on-the Lake Vintage and now at MTCC, I have spent time
(after HR office hours, early mornings and on weekends) on the floor
primarily in the “heart-of-house” operational departments - the ones
that are the most labour-intensive and have minimal guest/client
contact but are also the backbone of the operation.
I observe employees on the front line and obtain practical hands-on
experience. Employees see I understand the magnitude of their issues
regarding uniforms, resources including equipment and tools, safety
matters and even the amount of cooperation between departments.
This participation allows me to offer sound recommendations to
Operations Managers as I am aware of both the management and
employee sides of the issues raised.
This has been extremely significant for me in my Human Resources
roles, and has assisted me in establishing my credibility amongst
unionized employees, as well as our leaders. I have also been able
to assist in moderating some discussions between departments where
there are issues that affect both departments."
Reena Ruparelia,
Human Resources Administrator,
Metro Toronto Convention Centre says of Esther:
"You are always an inspiration to all of those around you. I think
that you have a good connection with all levels of employees at the
centre. This has been shown to me in various ways.
Through your attendance and participation at specific departmental
meetings, your active role in both the planning and round table
groups and even your weekly visits to the staff café, you have
supported the success of our organization.
I believe that one thing that stands out to me was when you worked
stewarding during our busy holiday season. You obviously heard there
was a need for resources, you shadowed the manager as well as worked
with the ladies to see what they were going through. You put
yourself in someone else’s shoes to understand their situation and
to make this a better place to work.
Now if I think about teambuilding, you work very hard at getting our
managers to go in the direction of our vision, values and goal
achievement."
Best wishes for creating healthy and effective
goals,
Lois Tori, Don Cousens,
John Rogers, Fred Faber
and Rick Dominico |
