Jun 29, 2022
Written by: William Johnson, Division VP, Sales and Channel
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Personalized goals are a simple concept with extraordinary impact. Learn how to use goal setting to celebrate and acknowledge achievement, and how to focus your efforts to spur new growth in your business.
Goals give us purpose and a path forward. They also affect the intensity of our actions and emotions, according to Locke and Gary Latham’s research. In business, having goals increases employee motivation and organizational commitment. One way to get the most out of the goals your team is working towards is to personalize them. When someone feels personally connected to a goal they are working towards, they place higher value on it and are therefore more likely to achieve it.
One personalized goal-setting and incentive structure we use often with our clients is called GoalQuest®. It relies on segmentation to make sure goals uniquely align with those working to achieve them. Without segmentation, one goal has to fit everyone, which leaves top performers without adequate motivation and lower-level performers feeling frustrated. GoalQuest eliminates both of those problems by basing goals on the participating audience’s past performance. That means everyone’s motivated — the top, the bottom, and most importantly, the middle segment of your sales team.
Beyond segmentation, GoalQuest also uses self-selected goals and inspiring rewards to maximize commitment and the drive to succeed. Having the opportunity to choose their own goal — and reward if they reach it — creates a “set your own destiny” atmosphere for those participating.
While GoalQuest is often used to drive traditional sales metrics like product sales, add-on sales, new account creation, learning completion and more, it can also be used to impact other productivity behaviors where a historical baseline of performance may not exist. Here are a few creative ways to use GoalQuest:
One client used GoalQuest to improve the number of deliveries made by a team of drivers. It was the first such program this particular company had attempted for its drivers. Each driver had an assigned number of stops they were expected to make and were given the option to select a goal of improving by 5%, 10% or 15% over the expected amount.
Drivers were also given the option not to select a goal but for those who did, the results were impressive: