Motivation and setting goals
Goal setting has always been promoted as an optional tool to help harness motivation, rather than an out and out requirement. However, as soon as goals begin to become de-motivating, a number of key performance related issues can arise.
There are many different types of goals that can be set and getting the right blend between outcome, performance and process goals is critical in order to maximise the impact of goals upon different individuals and teams.
Motivation around goals that are set is always compromised when goals are imposed on individuals or teams (i.e. they have little or no involvement in conceptualising the goal, in assessing its 'achievability' during the conceptualisation phase, or they don’t feel the goals are directly related to their skill set or ways of working).
Importantly, the goals may be appropriate for the task in hand, but if they cannot be translated into a variety of complementary goals, then the goals may only appeal to those individuals whose personality just happens to fit the nature of the goal set. For those personality types who are motivated by different challenges and different types of goals, they may feel that they are constantly shoe-horned into using goals that aren’t necessarily ideal for them. At this point, the goal is doing the opposite of the one thing it is meant to do – harness motivation.