What I found amazing about goal setting was the resistance to doing it. Developing specific, measurable, attainable, relevant and timely goals by management for employees was considered a “waste of time”. Since the concept was foreign in every situation I found myself in, I suspect that management in some of these situations actually derided the thought, and communicated to their employees “not to worry about it”, especially when the top person in the organization didn’t follow through with their staffs.
Quote: “Bad managers know that departmental goals should be loose, with lots of slack, so targets are easy to achieve. “Bad managers will never get optimal results from their departments, but that doesn’t matter to them; bad managers would rather have low performance than run the risk of punishment for falling short of ambitious targets,” Prof. de Waal writes.
I also found interesting that in every situation that top management paid “lip-service” to what training required them to do. Little or no effort was put into it. Their “leader-less” behavior ensured lack of progress, lack of improved job performances, and lack of improved profitability. In fact, one CEO told the trainer that, “we are a non-profit so we don’t have to worry about improving profitability….”.
In addition, with resistance to setting goals, along with resistance to developing meaningful job descriptions, it’s no wonder that companies and organizations limp along with average performance. Mediocrity set the tone for every organization I worked with despite what they were told by top-notch trainers about what was needed to break out of mediocrity.
I also found interesting that some managers, at levels below staff positions, did embrace what they were told and, as a result, improved performance and productivity within their departments.
Please review my blog concerning goals. My experience with goals done correctly amazed me, and should amaze you.
Next: “What do Job Descriptions Accomplish?” personal stories