Do you set targets for yourself and for your business? Do you set targets for your staff? And do you agree in having targets in order to grow? When management sets targets and makes people's jobs dependent on meeting them, they’ll likely meet the targets even if they have to destroy the enterprise to do it. Targets drive a specific behaviour in people, a narrow focus, cheating and influence. Tune in today to find out more.

KEY TAKEAWAYS
What behaviour do targets drive?
Number one, a narrow focus. People concentrating only on doing things that make them achieve their target. This is not necessarily the same thing as doing the right thing for the customer. An example, if you play football and you’re an attacker, if a player from the opposition is running towards you with the ball, would you try to tackle them or would you assume it's somebody else's job?
The second one, cheat. This is the act of being untruthful. When the management has set the targets in a particular organisation which has to be met regardless, this forces the employees to go to the extent of cheating in the business to even using false information.
The third one, influence. People who challenge their performance provide reasons for the non-achieving factors that are in their control, thus creating or exaggerating a blame culture. Giving all of the reasons of why they've not been able to do it because of other things and other people.
Some questions that we must ask ourselves in business:
How much influence does the person who has the target actually have on achieving that target?
Are there things that get in the way outside of the control of the individual being set that target and what do we actually want to achieve by having a target?
What behaviours will setting a target create, and ultimately, how can we use the target to drive actions, actions that drive improvement, not actions that whip the horse harder?
Why do people continue to think it's a good idea to set targets?



BEST MOMENTS
“When management sets targets and makes people's jobs dependent on meeting them, they will likely meet the targets even if they have to destroy the enterprise to do it.”
“If you set targets each year and then stretch them each year, it's like being in the Grand National horse race and just whipping the horse sooner and harder each year without really considering that you have a whole host of other things that you can focus on that can impact performance, such as the training of the horse and the jockey, the diet of the horse and the jockey, the stables where the horse stays and lives.”
“Ultimately, you should encourage an environment of trust, which allows problems to be shared and solved repeatedly.”
“A bad system will be a good person every time.”
“Targets turn good people into liars and cheats.”

VALUABLE RESOURCES
https://itunes.apple.com/gb/podcast/business-problems-solved-podcast/id1444154403?mt=2

ABOUT THE HOST

For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.

In my spare time, I enjoy spending time with my two young children Jack & India. I also enjoy listening to and reading business & personal development material.

Lee Houghton is “THE Business Problem Solver”, a Management Consultant, CX Specialist and Keynote Speaker.

CONTACT METHOD
You can contact Lee Houghton on 07813342194
Lee@leehoughton.com
linkedin.com/in/lhoughton/

Do you set targets for yourself and for your business? Do you set targets for your staff? And do you agree in having targets in order to grow? When management sets targets and makes people's jobs dependent on meeting them, they&rsquo;ll likely meet the targets even if they have to destroy the enterprise to do it. Targets drive a specific behaviour in people, a narrow focus, cheating and influence. Tune in today to find out more.
KEY TAKEAWAYS
<ul>
<li>What behaviour do targets drive?</li>
<li>Number one, a narrow focus. People concentrating only on doing things that make them achieve their target. This is not necessarily the same thing as doing the right thing for the customer. An example, if you play football and you&rsquo;re an attacker, if a player from the opposition is running towards you with the ball, would you try to tackle them or would you assume it's somebody else's job?</li>
<li>The second one, cheat. This is the act of being untruthful. When the management has set the targets in a particular organisation which has to be met regardless, this forces the employees to go to the extent of cheating in the business to even using false information.</li>
<li>The third one, influence. People who challenge their performance provide reasons for the non-achieving factors that are in their control, thus creating or exaggerating a blame culture. Giving all of the reasons of why they've not been able to do it because of other things and other people.</li>
<li>Some questions that we must ask ourselves in business:</li>
<li>How much influence does the person who has the target actually have on achieving that target?</li>
<li>Are there things that get in the way outside of the control of the individual being set that target and what do we actually want to achieve by having a target?</li>
<li>What behaviours will setting a target create, and ultimately, how can we use the target to drive actions, actions that drive improvement, not actions that whip the horse harder?</li>
<li>Why do people continue to think it's a good idea to set targets? </li>
</ul>
BEST MOMENTS
<ul>
<li>&ldquo;When management sets targets and makes people's jobs dependent on meeting them, they will likely meet the targets even if they have to destroy the enterprise to do it.&rdquo;</li>
<li>&ldquo;If you set targets each year and then stretch them each year, it's like being in the Grand National horse race and just whipping the horse sooner and harder each year without really considering that you have a whole host of other things that you can focus on that can impact performance, such as the training of the horse and the jockey, the diet of the horse and the jockey, the stables where the horse stays and lives.&rdquo;</li>
<li>&ldquo;Ultimately, you should encourage an environment of trust, which allows problems to be shared and solved repeatedly.&rdquo;</li>
<li>&ldquo;A bad system will be a good person every time.&rdquo;</li>
<li>&ldquo;Targets turn good people into liars and cheats.&rdquo;</li>
</ul>
VALUABLE RESOURCES
<ul>
<li><a href="https://itunes.apple.com/gb/podcast/business-problems-solved-podcast/id1444154403?mt=2">https://itunes.apple.com/gb/podcast/business-problems-solved-podcast/id1444154403?mt=2</a></li>
</ul>
ABOUT THE HOST
For the last 15 years, I have been a multi-sector internal or external business improvement consultant, building the improved capability of individuals, teams and businesses.
In my spare time, I enjoy spending time with my two young children Jack &amp; India. I also enjoy listening to and reading business &amp; personal development material.
Lee Houghton is &ldquo;THE Business Problem Solver&rdquo;, a Management Consultant, CX Specialist and Keynote Speaker.
CONTACT METHOD
<ul>
<li>You can contact Lee Houghton on 07813342194</li>
<li><a href="mailto:Lee@leehoughton.com">Lee@leehoughton.com</a></li>
<li><a href="http://www.linkedin.com/in/lhoughton/">linkedin.com/in/lhoughton/</a></li>
</ul>

WARNING - This podcast WILL challenge your thinking.

Welcome to Business Problems Solved!

In this podcast we help you solve your business problems by providing real examples and practical approaches to make today better than yesterday. 

Introducing your host, the multi-sector, self-professed ‘most improved improvement person’ and qualified Business Problem Solver

Lee Houghton (pronounced Hawton)

You can contact Lee on LinkedIn, Facebook, Instagram or Twitter by searching for Lee Houghton THE Business Problem Solver or via visiting www.leehoughton.com for more content and to solve your business problems.

And remember – saying you know how to do it, is not doing it …

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