Translated from 日本語 • View original What is the purpose of goal management? I think it's about achieving higher results toward the team's vision.
Colorkrew (hereinafter referred to as "Karakul") is a GKA that takes MBO (Management by Objectives) and OKR (Objectives and Key Results) a step further in goal management. (Goals, Key Results and Actions).
Differences between MBO, OKR, and GKA
MBO was proposed by Peter Drucker in the 1950s and has been adopted by many companies in Japan.
Set goals at the beginning of the term and discuss whether you have achieved them in a retrospective at the end of the term. Many people have had such an interview with their boss.
However, in many companies, quotas were imposed on subordinates and used as a tool to manage them, so they did not work well.
In the midst of this, in the 2000s, more and more companies in the United States and other countries adopted a new goal management system called OKR, which Google had adopted. OKRs should have an exciting title for Objectives and measurable and stretchable key results. In addition, we will operate the strategic OKRs of the top of the organization in a tree-like manner throughout the company.
Compared to MBO, this system, which aims to unify the sense of purpose and lead to higher achievements, is preferred by companies in Japan that are taking forward-thinking initiatives, such as Mercari.
Based on this history of goal management, Karakul is the GKA. GKA has defined a new definition of goal management, which makes it mandatory to link each goal to the vision and openly share activities and progress on a daily basis.
Simply put, GKA is a flat and transparent OKR.
Click here for a detailed explanation of GKA ▼ From OKR to GKA – The latest tool for achieving goals
If you evaluate it by achievement, your performance will decrease!
In companies that have implemented goal management, such as MBOs and OKRs, 90% of them link goal management to evaluation. Among these, many companies may link the degree of achievement to personnel evaluation, but in fact it is a trap of goal management.
If you evaluate it by achievement, your performance will decrease.
For example, what does it mean?
Let's say Mr. A and Mr. B are doing the same job. Mr. A set a high goal of 150. Despite the same job, Mr. B sets a goal of 100 for conservatory.
The two of them were roughly the same in ability, but Mr. A set ambitious goals, so he worked harder than Mr. B. As a result, Mr. A achieves 120 results. And Mr. B achieved 110 results.
In this case, even though Mr. A has achieved results, he has not achieved his goal and will be evaluated low. Mr. A is not rewarded, is he? And I think.
"Next time, let's set a low goal."
When this perception spreads within the organization, the mindset of "let's put in as much negative information as possible about the current situation and set the goal at the lowest level as the boss allows" spreads, and goal management becomes a formality.
If the goal management that you introduced with the intention of improving organizational performance becomes a formality, you will put the cart before the horse.
If you want to reflect incentives for achievement in your salary, we recommend that you create a system and operate it separately from goal management.
Isn't it good to set the right goal to achieve? Regarding the opinion
"Shouldn't the manager strike a proper balance and make it an appropriate goal?" There seems to be an opinion.
Unfortunately, it is a very difficult technique.
If they know that they will be evaluated by their achievement, more or less they will try to lower their goals by giving them information that is convenient for them to their managers.
It will also be difficult to strike a balance across departments.
Therefore, I think it is better to give up on setting goals appropriately in a good way.
The Significance of Thinking and Setting Your Own
So, if goal management is meaningless, it is not. Setting exciting and stretching goals and aiming for them will lead to higher results.
What Karakul recommends is to "set your own goals".
A necessary prerequisite is to share the team's vision and values. To do this, managers and leaders need to keep communicating at all times.
Over and over again, I will talk about my vision until everyone can naturally make it their own.
Then, based on the established common understanding, each person sets a goal, which becomes a goal for everyone and allows them to work on it seriously.
The Real Work of a Leader
What is the job of a leader in a team that can manage these truly meaningful goals?
Talk about your vision and values every day and create a common understanding of the team. And according to the sum of everyone's goals, we should carefully look at the balance of whether or not we will achieve the vision.
If your goal is too low, you need to communicate to keep it high.
Even at that time, you must continue to discuss so that your perspective naturally rises by aligning your perceptions rather than giving goals.
This kind of communication takes time. I think the real job of a leader is to persist and have such discussions without giving up until the team can come together.
Now that remote work has become a daily routine due to the influence of Corona, and the face of the team is no longer visible in the office, that activity has become more difficult than ever.
I hope this blog will serve as an opportunity to build a high-performing team by making good use of online tools and evolving communication to fulfill these roles.
We are also holding an "Organizational Reform Seminar" by Karakul, which also introduces the services of the SNS-type goal management tool Goalous, so we look forward to your participation.
▼Click here to apply for the free seminar
