Stop Setting Goals “to Improve”
“Improve” is not a goal. It’s an intent.
If it’s true that “what you measure, improves,” you must include some form of measurement.
You can’t measure intent. You CAN measure your success against a goal.
After working towards a goal, team members can learn from the outcome of their efforts. Did they hit the target, fall short, or exceed it? The answer tells them how to direct their energy in future situations. They learn about their strengths, blind spots, and opportunities for growth.
So, we want to set clear goals, right?
Well, some areas are…TRICKY.
A client of mine has recently had her team’s responsibility expanded to include Diversity. Diversity used to be considered a good thing. Now, some companies (including hers) are wading cautiously into the space.
“What if we go too far, and we lose the people (customers and employees) who have helped us get here?”
“What if we don’t go far enough, and we alienate the same?”
“Will our company be the plaintiff in the next high profile court case, of either going too far or not far enough?”
It’s easy to understand why leaders would proceed with caution.
We can excuse that.
But what’s inexcusable is giving someone the responsibility for Diversity, and then giving them the charge of “improving it.” That’s what happened with my client—the organization’s (read: CEO’s) goal is this: “Improve diversity.”
It seems like no big deal. It’s a nebulous goal/intent/whatever. But, as her team struggles to negotiate how they’ll apply resources to it, the internal conflict has been dialed up. Personality clashes are surfacing. Retention of quality employees is at question.
That IS a big deal.
Don’t play this game!
I call this type of leadership “playing a rock game.” You know…it’s the one where the boss says, “bring me a rock.” So you pick out a rock, and show it to the boss. Then, the boss says, “No, not that rock. Bring me another rock.” You see where this is going: an iterative cycle that wears you out and frustrates everyone involved.
Whether you’re personally responsible for improving diversity, expanding the customer base, or decreasing waste, you want to proceed with a clear, measurable goal, or else your team will suffer the same conflict. Here are a few ways to approach it:
Block the next move in the rock game. Have the sit-down with your boss, whether it’s the Chairman or a middle manager, and ask that they define a specific, measurable goal. You might even try “coaching up the chain” by asking a question like, “What type and size of improvement would my team have to accomplish, in order to warrant an ‘outstanding’ rating? How about a ‘satisfactory’ rating? Would exceeding your expectations be a good thing, or a bad thing?”
If your boss just doesn’t want to go there, perhaps it’s because any amount or type of improvement is good enough. In the absence of specific guidance, set an internal goal for your team. It won’t eliminate conflict, but it will give them a clearer idea of priority and focus. The conflict they experience will likely be more productive and result in team development.
Better yet, coach your team to set a meaningful goal together. If you charge them with defining the goal (with you present as a coach), they will have to negotiate potential conflicts upfront. They’ll be much more likely to accomplish the goal and to grow from it because of the increased autonomy of the whole experience.
Areté is all about improvement. My work is not just areté…it’s Everyday Areté because the lives we live and the organizations we lead have complex cycles of high/low, positive/negative, yin/yang. In order to live areté everyday, our approach must be sustainable.
A generic intent for “improvement” is not sustainable for your team. They never “get there,” so there’s never a pause for celebration, reflection, and recharge—all of which are required for everyday areté.
Help your team by focusing them on a clear goal. Whether it’s designed by your organization, you, or the team itself, the goal will fuel their growth and long-term well-being.