Mistakes Leaders Make in Setting and Tracking Individual Goals

One of a leader’s most important tasks is working with team members to set and track individual goals. While this process may seem simple on the surface, many leaders make avoidable missteps, which may leave employees feeling unclear about what’s expected of them or overwhelmed by trying to hit unachievable targets.

Setting clear, attainable goals for each team member not only helps advance a company’s mission, but also gives employees a sense of purpose, an understanding of the difference they can make, and increased job satisfaction. To help fellow leaders get this essential process right, below, members of Business Journals Leadership Trust discuss all-too-common goal-setting mistakes (and what to do instead).

1. Overengineering the process

A big mistake leaders make in this area is overengineering the process. There definitely should be some structure, and goals should be SMART (Specific, Measurable, Achievable, Relevant and Time-based). However, if we put too many action items in place, then we are being more tactical than goal-oriented. Ideate only three to five impactful goals. Another mistake is not having check-in meetings or one-on-ones; these are essential throughout. – Eustis Corrigan, Jr., CBIZ MHM, LLC

2. Setting unrealistic or unachievable goals

Setting goals is essential, but it’s important to ensure they are realistic and achievable to avoid setting someone up for failure. Regularly review and assess progress toward goals to confirm that they remain relevant and attainable. If goals aren’t being met, use this as an opportunity to brainstorm adjustments or new strategies, making the necessary changes to drive success. – Jessica Hawthorne-Castro, Hawthorne Advertising

3. Isolating goals in silos

A common mistake when setting goals for individuals or teams is isolating those goals in silos. It’s essential to foster transparency and accountability, enabling individuals to not only achieve their own objectives, but also to support and encourage others in reaching theirs. – Scott Young, PennComp Outsourced IT

4. Leaving team members out of the process

One mistake I see is not involving the team members themselves in the process. I like to start the process by getting the team member’s input on the goals they think they should be working on. Then, we can tweak as needed to ensure alignment with organizational goals and needs. This results in a higher level of ownership and accountability. – Shannon Swift, Swift HR Solutions, Inc.

5. Being vague

One big mistake is being vague. Goals should be clearly defined and include measurable objectives and milestones. It’s also important to schedule regular check-ins to track progress. This helps align efforts across the team and provides a roadmap for success, helping everyone anticipate obstacles, pivot quickly and continue to progress. – Bill Rokos, Parsec Automation

6. Overlooking personal and professional growth

Goals need to be clearly defined and measurable. Goals also should be revisited at least quarterly to discuss progress and any barriers to the successful completion of the goal. Employees also value a process that not only includes goals that benefit the business, but also goals that help the individual team member grow personally and professionally. – Hinda Mitchell, Inspire PR Group

7. Failing to take the time to understand each employee

Leaders often don’t take the time or lack the empathy required to understand each individual’s strengths and motivators, so personal goals are irrelevant or unachievable. Invest the time needed to understand each employee’s unique abilities, areas of interest and areas of competence, and map goals that resonate and require little explanation or extrinsic motivation. – Kent Lewis, pdxMindShare

8. Leaving out the bigger picture

Leaders often fail to help an individual see the bigger picture of the goal. Often, a desired outcome is the bigger picture, and the goal or output enables that outcome. The other miss I see is leaders and individuals conflating “what” is to be achieved with “how” to get there. When delegating a goal, be sure to clarify if you are delegating the “what,” the “how” or both. – Kim Baker, Vivid Performance Group

9. Using generic metrics

Ideally, an individual team member should report directly to you before you establish a goal for them so that you know what their areas for improvement are. Otherwise, you will be setting goals for someone using generic metrics that won’t really do much to improve that person’s performance because they aren’t specific. – Zain Jaffer, Zain Ventures

10. Setting goals without parameters

Some leaders never buy into their goals. If you just come up with a goal and assign it to a team member, it will often be perceived as “stupid” or “unachievable.” As a result, the team member will be more likely to disregard the goal. However, if you work with the team member to develop goals within parameters that you set, you will have much more buy-in. – Gary Braun, Pivotal Advisors, LLC

11. Ignoring individual strengths and interests

Leaders often assign goals without considering a team member’s unique strengths and interests, which can lead to less efficient achievement of business goals. Aligning goals with individual strengths can boost motivation and performance, making tasks enjoyable and effective. Regularly tracking and reviewing these goals helps maintain alignment, drive success and make employees feel more fulfilled. – Junior Harewood, UnitedHealthcare

12. Failing to align goals to unique roles

Goals should be specific to each individual and align with their unique role. When a goal is within an employee’s control, it empowers them to take focused actions toward meeting it. Increased effort toward pursuing personalized goals directly leads to measurable performance improvements and contributes to the organization’s overall success. – Mark Sanna, Breakthrough Coaching