Most of the people think that goals, expectations, and standards are interchangeable. But they’re all different with a small thread separating each one of them. Goals are related to the result. It consists of finite time set as a deadline until which a person or a group of people envision, plan and commit to achieving certain targets set (Kouzes & Posner, 2012). An example of a goal can be an organization providing its sales staff to meet the sales target of hundred thousand per month. With regard to the employee, the following target is considered as a goal. The employee can also have his/her personal goals. Expectations are related to a case of uncertainty. It is something that is most likely to happen among several different outcomes possible (Fisher, 1976). An example of this can be an organization expecting the organizational website getting 20% more visitors every single year. Standards, on the other hand, is related to established norms. An example of this can be in an organization to recruit an individual, the organization has a certain standard to follow. It includes of publication of the vacancy, panel formulation, initial HR screening, panel meeting to shortlist candidate, skype interview, writing test, face-to-face interview, reference check, recommendation of the top candidate, final approval of the top candidate and reimmunitation by teh director, informing the top candidate and sending out regret letters to unsuccessful candaidates. The process flow is set as a standard and need to be followed by all concern.
Goals, expectations, and standards are all connected to the outcome and are always future oriented. They reflect what you as an organization want from certain actions made from your immediate performance. They reflect what you want to accomplish and what makes you feel that you’re a successful business. Having a goal, expectations and standards are critical for any business to be successful as they serve as a target to aim for. It gives all the work a meaning and a clear direction. Without well-defined goals, the performance of the organization might be misdirected and disorganized. It’ll also mean that the effort put in by the employees will be inconsistent. With an organization sets goals, expectations, and standards for oneself and the employees, it’s setting a higher standard of performance while demanding more and challenging itself. Such high standards help push the organization to next level. Thus, all three together in goals, expectations, and standards serve as a source of motivation to keep the organization going on, especially during difficult times and are connected as well.
Encourage the heart is one of the important component of leadership and deals with soft-corner of human nature - care. A leader can encourage the heart by recognizing contributions, linking performance with rewards, celebrating small wins and with personal recognition (Kouzes & Posner, 2011). As mentioned earlier, goals, expectations, and standards are connected and they’re so with the concept of encouraging the heart as well (Ferguson, 2006). Justifying this with an example: In an organization, I worked with, we were undergoing a change in leadership. Me being directly under him had certain goals to accomplish but with more added responsibilities and change in leadership, they did as well. I had a higher expectation with regard to work that I’m doing and a standard I had to follow. With the transformation in leadership, he was able to convey the message, thank me for the good I did in person and followed up to provide increased incentives and other benefits for the good I’m doing. All this added a sense of being an integral part of the organization and provided motivation to give the best on every occasion. The clear goals that the leader set with the change in leadership and increased role provided me a clear direction that I must take to achieve those set targets and meet the expectations in doing so while following the set standards. With the proper leadership and encouraging the heart, it pushes the subordinates to deliver at their best and it is closely interlinked with goals, expectations, and standards.
References
Ferguson, B. (2006). Encouraging the Heart. Psyccritiques , 51 (18).
Fisher, R. (1976). Goals and Magical Expectations. Transactional Analysis Bulletin , 6 (2), 184-186.
Kouzes, J., & Posner, B. (2011). Encouraging the heart workbook . San Francisco, CA.: Pfeiffer.
Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge : How to Make Extraordinary Things Happen in Organization. San Francisco: Jossey-Bass.
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Most of the people think that goals, expectations, and standards are interchangeable. But they’re all different with a small thread separating each one of them. Goals are related to the result. It consists of finite time set as a deadline until which a person or a group of people envision, plan and commit to achieving certain targets set (Kouzes & Posner, 2012). An example of a goal can be an organization providing its sales staff to meet the sales target of hundred thousand per month. With regard to the employee, the following target is considered as a goal. The employee can also have his/her personal goals. Expectations are related to a case of uncertainty. It is something that is most likely to happen among several different outcomes possible (Fisher, 1976). An example of this can be an organization expecting the organizational website getting 20% more visitors every single year. Standards, on the other hand, is related to established norms. An example of this can be in an organization to recruit an individual, the organization has a certain standard to follow. It includes of publication of the vacancy, panel formulation, initial HR screening, panel meeting to shortlist candidate, skype interview, writing test, face-to-face interview, reference check, recommendation of the top candidate, final approval of the top candidate and reimmunitation by teh director, informing the top candidate and sending out regret letters to unsuccessful candaidates. The process flow is set as a standard and need to be followed by all concern.
Goals, expectations, and standards are all connected to the outcome and are always future oriented. They reflect what you as an organization want from certain actions made from your immediate performance. They reflect what you want to accomplish and what makes you feel that you’re a successful business. Having a goal, expectations and standards are critical for any business to be successful as they serve as a target to aim for. It gives all the work a meaning and a clear direction. Without well-defined goals, the performance of the organization might be misdirected and disorganized. It’ll also mean that the effort put in by the employees will be inconsistent. With an organization sets goals, expectations, and standards for oneself and the employees, it’s setting a higher standard of performance while demanding more and challenging itself. Such high standards help push the organization to next level. Thus, all three together in goals, expectations, and standards serve as a source of motivation to keep the organization going on, especially during difficult times and are connected as well.
Encourage the heart is one of the important component of leadership and deals with soft-corner of human nature - care. A leader can encourage the heart by recognizing contributions, linking performance with rewards, celebrating small wins and with personal recognition (Kouzes & Posner, 2011). As mentioned earlier, goals, expectations, and standards are connected and they’re so with the concept of encouraging the heart as well (Ferguson, 2006). Justifying this with an example: In an organization, I worked with, we were undergoing a change in leadership. Me being directly under him had certain goals to accomplish but with more added responsibilities and change in leadership, they did as well. I had a higher expectation with regard to work that I’m doing and a standard I had to follow. With the transformation in leadership, he was able to convey the message, thank me for the good I did in person and followed up to provide increased incentives and other benefits for the good I’m doing. All this added a sense of being an integral part of the organization and provided motivation to give the best on every occasion. The clear goals that the leader set with the change in leadership and increased role provided me a clear direction that I must take to achieve those set targets and meet the expectations in doing so while following the set standards. With the proper leadership and encouraging the heart, it pushes the subordinates to deliver at their best and it is closely interlinked with goals, expectations, and standards.
References
Ferguson, B. (2006). Encouraging the Heart. Psyccritiques , 51 (18).
Fisher, R. (1976). Goals and Magical Expectations. Transactional Analysis Bulletin , 6 (2), 184-186.
Kouzes, J., & Posner, B. (2011). Encouraging the heart workbook . San Francisco, CA.: Pfeiffer.
Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge : How to Make Extraordinary Things Happen in Organization. San Francisco: Jossey-Bass.