Episode Transcript
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Welcome to the Humanizing Work Show.
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I'm Peter Green.
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And I'm Richard Lawrence.
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And in this episode,
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we're going to try
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to bring a little clarity
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along with some practical advice.
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We'll discuss something
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that can have a big impact
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on a team's motivation and performance.
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Setting team goals.
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We’ll summarize some of the
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Research explaining
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why some goals inspire and others fall flat.
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And we'll give you five actionable tips
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you can use to set goals for your own team.
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The five tips are about the source, size,
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category, criteria,
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and persistence of the goal.
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Using these five tips
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will fire up your team
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and enhance their performance.
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Avoiding the eye
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rolling response
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to Dilbert style management tactics.
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This show is a free resource sponsored by
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the Humanizing Work Company
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where we help organizations
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get better at leadership
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product management and collaboration.
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Visit the contact page on our website:
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HumanizingWork.Com
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and schedule a conversation with us
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If Your Organization wants to see
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stronger results
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in those areas.
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And if you like the show,
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please like this episode.
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Subscribe to it.
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Leave us a review on your podcast app
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and drop us a comment
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to know your thoughts.
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All of those things help the
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show reach a wider audience.
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Okay, before we dive into our five tips,
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let's talk about why setting
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good team Goals is important.
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Research consistently shows
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that clear, well-defined
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team goals
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can significantly enhance team
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performance and motivation.
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One study by Locke
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and Latham found
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that specific challenging goals
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lead to higher performance
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than easy or vague ones.
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And another study
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by Hackman and Wageman found
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that goals teams
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set for themselves increase
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commitment and engagement,
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leading to better outcomes.
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We'll link to this research
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on the episode page
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and in the description for more details.
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Our experience aligns with this research.
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We found that team
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goals can be effective sometimes
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and demotivating at other times.
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So let's explore
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what makes the difference.
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Here are our five tips to set team goals
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that really work.
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The first tip is to get the source right.
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When we ask people about times
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when team goals were demotivating,
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the most common answer
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by far is when the goals
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were assigned by management.
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Goals set by the team themselves.
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Even if they're set to fit
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into a larger context
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that may be pointed to by management
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are much more motivating.
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So our first tip for setting motivating
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team goals is simple.
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The team has to be involved
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in setting them.
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Don't label an assignment
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for management as a goal.
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Call it what it is an assignment.
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And regardless of the team's assignments,
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have a separate conversation about goals
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that would be motivating to the team.
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These goals
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may relate to how you execute
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that assigned work,
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how the team works,
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or specific aspects of the work
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assigned to the team.
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Then label
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those internally selected
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outcomes as team
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goals
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and distinguish them from assignments
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handed down by management.
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The second tip
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is to get the size of your goals right.
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Yeah, what level of granularity
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are we talking about
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when we say a team goal?
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For instance,
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a team might say our goal
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today is to fill in the blank or our goal
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this quarter is to fill in the blank.
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Can team goals
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be both at the daily level
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and the multi-month level?
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In your experience?
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I think the more collaboratively
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a team works, the more appropriate
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it is
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to apply the tips from today's
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episode at a very granular level.
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So teams who are doing complex,
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emergent work
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will often meet daily
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to talk about a goal for the day.
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And that makes sense
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when everybody is contributing
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to a shared outcome.
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If on the other hand, a team works
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in more of a coordinating
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or cooperating fashion
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where they plan together
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but execute separately,
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then the only day to day goal
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that might make sense
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is like everybody
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do your assigned work for the day.
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It's not really accurate or helpful
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to call that a team goal,
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or to spend a bunch of time
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formulating it as one.
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I think for most teams,
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the most important level of granularity
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to focus on for team goals
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is somewhere between
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a big, compelling purpose or vision
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and the day to day
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level deliverables
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like tasks or user stories,
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or even sprint goals.
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The most motivating team goals
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are typically,
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in my experience,
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somewhere in that space
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between 3 to 6 months.
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We sometimes call these goals
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Goldilocks goals
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because they're not too big,
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they're not too small,
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they're just right.
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They provide enough time
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to achieve something concrete
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and meaningful
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without feeling vague or unattainable.
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All right.
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On to tip three, which is?
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Get the category right.
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One of the biggest mistakes
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we see teams make
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when they're setting goals
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is using the same format
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like OKRs are the trendy version today
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on every goal.
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This ignores
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how the nature of a particular
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team's work lends itself
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to different approaches.
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In fact,
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we think there are three
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broad categories of goals,
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and each one is appropriate
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for a specific range
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of complexity in the work.
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OKRs only
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fit into one of those three categories.
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So using them gives you a 1
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in 3 chance of them working
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well for your situation.
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And that's
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if you use the rest of these tips.
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we like to visualize
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these three categories of goals over.
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Dave Snowden's Cynefin model.
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If you're unfamiliar with Cynefin
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check out the link to our quick overview
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on the episode page.
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Sometimes goals are
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related to maintaining
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and sustaining systems
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that are already in place.
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And this type of work includes
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things in the clear domain
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where everything is predictable.
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Maybe a bit
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surprisingly to those familiar
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with Cynefin,
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is that this category of goal
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also applies to teams
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working in the chaotic domain,
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where the goals are related
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to quickly recovering
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from unpredictable results.
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Maintain and sustain
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goals are usually focused
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on efficiency and scale over time.
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And we like to format these goals
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as what we call health
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metrics
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specific targets
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based on previous baselines.
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The next category of goals
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are related to developing
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and delivering
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solutions
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like products, services,
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features, whatever.
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here we're largely in Cynefin’s complicated
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domain or on the complex
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complicated boundary.
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So we know enough to analyze, plan
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and forecast to some degree of accuracy.
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And this is the place where things like
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OKRs and KPIs are good tools to consider
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And finally
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some goals are related
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to exploration and discovery.
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These sit primarily in the complex
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domain, including maybe intentional
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dips into the chaotic
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for the purpose of generating innovation.
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OKRs to us have always felt a bit awkward
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here, and most teams
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that set OKRs in this domain
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find them becoming irrelevant.
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Long before the quarter is through.
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Instead, use what we like
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to call hypotheses
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and next actions,
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or HNAs if you need an acronym for it.
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HNAs are
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relatively self-explanatory.
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What's your hypothesis
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and what's the next thing you can do
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to learn about that hypothesis?
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Sometimes that's more research oriented.
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Others it's more experiment driven.
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And research here is not about analyzing
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to predict an outcome.
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That's a complicated
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domain strategy here.
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When we're doing research, it's
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serving to form a clear hypothesis
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that can then be tested.
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Tip four is.
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Get the criteria right.
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Good Team goals meet four criteria.
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They're consequential,
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challenging, clear and collaborative.
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Consequential goals are ones
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that have a positive impact
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on the business, on customers,
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and on team members.
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When a goal is consequential,
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reaching the goal matters
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inside and outside of the team.
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Challenging goals
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require us to stretch a little,
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but not so much
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that the team feels stressed.
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In The Rise of Superman
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Decoding the Science of Ultimate Human
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Performance, author
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Steven Kotler describes
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what he calls a 4% stretch.
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The idea is that optimal
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growth and performance occur
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when we push our limits
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by about 4%
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beyond our current capabilities.
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This is based on research
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into flow states,
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where we need to be
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just beyond
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the boundary between comfort
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and anxiety to get into flow.
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Clear
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goals are ones
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that are specific and concrete,
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but that doesn't mean
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they're overly prescriptive
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about how to achieve the goal.
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And collaborative goals are ones
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that require interdependent effort
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from all team members
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to successfully achieve them.
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Let’s take a look at what happens
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when we’re missing any of these
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four criteria.
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Starting with consequential,
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if you have a goal that isn’t
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consequential it’s like a
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team that does ‘trust falls’
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to try to build team unity.
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In other words, it’s corporate nonsense.
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A team exists for a reason.
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And its goals should help it
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achieve its reason for existing.
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So don’t set what we call
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‘trust fall goals’ on your team.
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Second, a goal that isn't
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challenging is leaving
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opportunity on the table.
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If our work matters,
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we want to get better at doing it.
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And the appropriate level of challenge
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and a goal helps us to do that.
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We're not advocating
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for so-called stretch goals here,
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which are almost always pushing
00:08:32:02 - 00:08:33:17
too far in this direction.
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Instead, find that 4% improvement
00:08:35:15 - 00:08:36:21
over a quarter or two
00:08:36:21 - 00:08:38:03
and you're in the sweet spot.
00:08:38:16 - 00:08:40:11
A goal that isn’t clear
00:08:40:11 - 00:08:41:19
leads to people pulling in different
00:08:41:19 - 00:08:43:21
directions or arguing about priorities.
00:08:44:05 - 00:08:45:13
Stating the goal in a clear way
00:08:45:13 - 00:08:47:00
takes a bit of work, but that work is
00:08:47:00 - 00:08:48:12
extremely highleverage.
00:08:48:12 - 00:08:50:08
It's worth the discussion to get it
00:08:50:08 - 00:08:52:00
stated just right.
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And finally, a goal
00:08:52:24 - 00:08:55:08
that isn't collaborative isn't a team goal.
00:08:55:08 - 00:08:57:10
It may be an interesting individual goal
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or one shared by a few team members.
00:08:59:19 - 00:09:01:05
But if you want it to be a motivating
00:09:01:05 - 00:09:02:24
team goal, it needs to be broad enough
00:09:02:24 - 00:09:03:25
that all team members
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see how they contribute
00:09:05:10 - 00:09:06:27
in a meaningful way.
00:09:06:27 - 00:09:07:19
When your team goals
00:09:07:19 - 00:09:09:04
meet all four criteria,
00:09:09:04 - 00:09:10:13
your team's off to the races.
00:09:10:13 - 00:09:12:01
They're engaged and energized.
00:09:12:01 - 00:09:15:14
And finally, tip number five.
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That’s to know when to persist on a goal.
00:09:18:00 - 00:09:19:27
Sometimes a team embarks on a goal
00:09:19:27 - 00:09:22:02
and a couple weeks into working on it,
00:09:22:09 - 00:09:23:24
something they couldn’t have predicted
00:09:23:24 - 00:09:24:13
changes.
00:09:24:13 - 00:09:25:24
Maybe the goal turns out to be
00:09:25:24 - 00:09:27:16
way more than a 4% stretch.
00:09:27:20 - 00:09:29:07
Or maybe the priorities around the team
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shift in a major way
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that makes the goal
00:09:31:03 - 00:09:32:03
no longer important.
00:09:32:14 - 00:09:33:13
Don’t hang on to the goal
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just because you feel obligated.
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Redo it or replace it
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to match your current understanding.
00:09:38:26 - 00:09:40:10
We do want to persist when a goal
00:09:40:10 - 00:09:41:27
is hard but still relevant.
00:09:42:05 - 00:09:43:29
But we want to pivot when we discover
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it’s no longer the right goal
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or it was too much to take on
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all at once.
00:09:48:08 - 00:09:49:13
And while it's useful
00:09:49:13 - 00:09:51:09
to talk about goals every quarter,
00:09:51:09 - 00:09:53:09
we do them in our team.
00:09:53:09 - 00:09:55:00
Not every goal starts or ends
00:09:55:00 - 00:09:56:11
right on the quarter boundary.
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So let your goals be as dynamic
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as your understanding
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of what's important to the team.
00:10:01:20 - 00:10:04:04
If that shifts, shift your goals to match.
00:10:04:11 - 00:10:05:07
Our promise to you
00:10:05:07 - 00:10:06:14
is that if you use these five
00:10:06:14 - 00:10:07:28
tips to get the source,
00:10:07:28 - 00:10:08:20
the size,
00:10:08:20 - 00:10:09:14
the category,
00:10:09:14 - 00:10:11:23
the criteria, and persistence right,
00:10:11:23 - 00:10:12:11
your team goals
00:10:12:11 - 00:10:13:15
will become a powerful tool
00:10:13:15 - 00:10:15:26
for team motivation and performance.
00:10:15:26 - 00:10:16:19
Thanks for tuning into
00:10:16:19 - 00:10:17:28
the Humanizing Work show.
00:10:17:28 - 00:10:19:20
If you found this episode helpful,
00:10:19:20 - 00:10:20:27
be sure to like, subscribe,
00:10:20:27 - 00:10:22:05
and share it with your network.
00:10:22:05 - 00:10:22:23
See you next time!
