With the current pessimism, media overkill and uncertainty about economic conditions, we are seeing more so-called leaders become reluctant to set revenue and/or profit or related performance goals with their subordinates. In the interest of fairness to their sales force, asking for 20 to 30% increase for the coming year may be unrealistic. So rather than determining what might be achieved with focused, committed execution, we’re seeing people crawl into their shells by failing to ask for any commitment. The alternative is to sit back and hope for minimal erosion of the status quo. In the absence of goals, does formal leadership really exist?
When I previously shared the concept that attainability is a prerequisite for effective goal setting. (see Ready For Takeoff), I conceded that setting unattainable goals can to more harm than good. But should uncertainty be justification to putting any or all achievement measures on hold?
When people are aggressive, its time to be fearful. When people are fearful, its time to be aggressive.
Are you guilty of using uncertainty as an excuse to duck your responsibility as a leader? In an attempt to avoid being unfair to your people, might you be doing an injustice to both them and your organization?
If uncertainty has made you goal reluctant, here are 5 SMARTer Leadership Suggestions to rise above uncertainty and avoid being a chicken:
In these times, our margin for error has shrunk to where long and frustrating journeys are more unaffordable than ever.
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Tom Lemanski serves as an executive coach and trusted advisor to successful Chicago area executives who are driven to be more successful. Tom has developed leaders in over 60 different industries of the the past 20 years.
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“Power today comes from sharing information, not from withholding it.'” – Keith Ferrazzi