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Achieving Goals, Not Just Tasks

Achieving Goals, Not Just Tasks

Achieving Goals, Not Just Tasks

Recently, I talked with Alison, a CEO, who mentioned a common issue in her team.

She noticed that her employees see their work just as tasks to check off, not important goals to reach.

They feel good about finishing tasks, even if they don't really achieve anything important.

Alison asked me, "Chris, what can I do about this?"

I suggested, to get your team to focus on achieving goals and not just doing tasks, reward them for reaching those goals.

Here are some ways to do that:

Reward goal achievement.

If employees meet these goals, give them a reward. It doesn't have to be monetary, but should be something they value.

Share profits.

If the company does well, let employees share in the profits. This makes them want to work harder for the company's success.

Career development.

Let it be known that you may promote people who achieve goals. This shows that achieving goals leads to moving up in the company.

Formally praise achievements.

Find ways to publicly thank and acknowledge people who do well.

Invest in achievers.

Offer more training as a reward for goal achievement. This shows you believe in them and their success.


Employees work for their own benefit, not just for you or the company.

If you connect their personal success to the company's, they will be more motivated to achieve company goals, because when the company wins, they win.

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About the Author: Chris Farmer


Chris Farmer is the founder of the Corporate Coach Group and has many years’ experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.

Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.

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