Some years ago, Robert Schaffer identified these “seven deadly sins” of goal-setting made by managers in giving assignments:
- Backing away from tough expectations: You spend more time negotiating the goal downward than in figuring out how to achieve it.
- Engaging in charades: You and your people know from the beginning that the goal is just an exercise to convey the appearance of progress, but there’s no hope of achieving it.
- Accepting seesaw trades: When your people take on one goal, they are relieved of another one.
- Setting vague or distant goals: The time frame is not explicitly defined or set too far into the future, so no one takes it seriously.
- Not establishing consequences: You don’t really differentiate between those who successfully achieve goals and those who do not.
- Setting too many goals: By assigning an overabundance of objectives you allow subordinates to pick and choose the goals that they either want to do or find easiest to do — but not necessarily the ones that are most important.
- Allowing deflection to preparations, studies, and research: You allow people to spend time planning instead of committing to a real goal.
The above is an excerpt from Seven Mistakes Leaders Make in Setting Goals, Ron Ashkenas, Contributor, Forbes.com, 7/09/2012
Over at Personal Development of Suite 101, you can read:
6 Critical Goal Setting Mistakes
And, over at Mind Tools, you can read:
Eight Common Goal Setting Mistakes
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