Watch as author Mike Figliuolo shows you how to set goals that effectively motivate your high-performing team, while helping them exceed even their own expectations.
- One of the coolest elements of leading a high-performing team is the people on that team are typically very goal oriented, but goals are very dangerous if you don't set them well. I encourage people to set two goals. If you only set one goal, there's a problem with that. If you set it too low, your team is going to coast, and if you set it too high, they'll be really frustrated if they don't achieve it or if they don't believe it's achievable in the first place. So what I encourage you to do is set two goals, first a commit and then a stretch. A commit goal is the promise to the organization that you will absolutely deliver this without fail. The stretch goal is the if everything goes great and we get a little bit lucky, we can hit that number. We're not exactly sure how we'll get there, but it'd be great if we do. Now, commit goals, it needs to feel attainable. People need to look at it and say yes, I am confident I can achieve that, and I feel like I'm obligated to the organization, to my peers to deliver on this number, whatever the metric is, and there have to be consequences if somebody misses the commit, no bonus, no raise, reduced responsibilities, in some cases reassignment out of the organization. Now, when you're setting that commit, you have to be careful that your people don't sandbag. So you need to do that back checking to make sure that it is a true commit, something that they can hit but isn't so easy that they're going to coast. Now, stretch goals are the ones that should really excite the members of your team. They need to be big. They need to be audacious. People should be a little bit uncomfortable when you give them that stretch. The important part about setting a stretch is there can be no negative consequences of missing that stretch. That stretch needs to be pure upside, and if they capture any part of it, there's a reward for doing so. If you assign negative consequences to missing the stretch, your team is going to start ratcheting down their expectations and what they're going to commit to because they fear those negative consequences. Now, one of the great things about running a high-performing team with an appropriate stretch goal is they figure out how to achieve it. They drive hard. They get creative. They collaborate, and they figure out how to hit those big stretch goals together. So as you start thinking about setting the goals for your high-performing team, think about two types of goals, and get them to articulate that commit and why they think it's a fair commitment in terms of what they deliver to the organization, and then lay out that really big, really exciting stretch, where it's not quite clear how they'll get there, and it will take a lot of hard work, dedication, and collaboration between your team members to achieve it, and then pay your people accordingly when they do.
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- Identify the resources teams need to succeed.
- Determine the skills leaders need to look for when recruiting high performance teams.
- Explain how to create stretch opportunities for employees.
- Describe the primary components of conflict resolution.
- Build bench strength and succession plans.