Goals resemble a double-edged sword. On the one hand, they can galvanize people and increase their productivity. Some management by objectives techniques also yield satisfactory results at the individual level. On the other hand, these methods are not suitable for groups. It is therefore advisable to avoid them in certain situations where they might provoke frustrations and/or a kind of parochialism. In short, to prove counterproductive. Goals should not instill destructive competitiveness, but constitute a source of motivation and fit into a broader framework of collective aspirations. Whatever they are, make sure they indeed have an emulation effect.

• Start by setting goals for your team. Think about what you want to achieve. Also ask yourself what the interests of your broader objectives are. They must unite and spur the group, correspond to assigned individual roles, and reflect the organization's ambitions. Each person must aim for the same result, while being aware of the impact they produce.
• Break down collective goals into individual goals. Once you have set goals for your team, give each member the autonomy to determine their own, in accordance with their function and role. Everyone must be able to take key initiatives in the common interest.
• Be transparent. Make sure that the goals – collective and individual – are well understood. To do this, you must communicate them intelligibly. People will be able to harmonize to form a more effective unit: they will align with each other, instead of entering into rivalry.
• Set goals with a partnership perspective. Performance planning is a collaborative process, not an individual approach. Therefore, adopt a participatory approach that takes into account each person's scope of responsibilities, role-related expectations, and the results you wish to achieve collectively.
• Be aware of the Pygmalion effect51 on your goals… and your success. Numerous studies have proven that a person can transcend (but also, unfortunately, fade away), depending on how others perceive them and judge their potential. Therefore, have high expectations and make them known. Be aware of the influence you exert on others and take responsibility for it, for everyone's good.

• Organizational rigidity. A lack of dynamism in processes can prove sclerosing when it prevents the reshaping of objectives according to the evolving situation. At worst, the organization finds itself with ambitions that work against it. It's a dead end. Unfortunately, I have already seen teams make decisions contrary to their objectives. The sole justification for these choices was to allow checking boxes for the next annual review.
• The set-up-to-fail syndrome (or set-up fail syndrome). It's the Pygmalion effect in reverse. A vicious circle is established: people perceived as underperforming conform to this image, and their self-esteem plummets. Negative prejudices become self-fulfilling, as if they had prophetic power.
• The «protect your bonus» reflex syndrome». When rewards are too closely tied to individual objectives, counterproductive behaviors are sometimes observed in certain individuals. I have organizational rigidity. A lack of dynamism in processes can prove debilitating when it prevents the reshaping of objectives according to the evolving situation. At worst, the organization finds itself with ambitions that work against it. It's a dead end. Unfortunately, I have already seen teams make decisions contrary to their objectives. The sole justification for these choices was to allow checking boxes for the next annual review.
  The failure setup syndrome (or set-up fail syndrome). It's the Pygmalion effect in reverse. A vicious circle sets in: people perceived as underperforming conform to this image, and their self-esteem plummets. Negative prejudices become self-fulfilling, as if they had prophetic power.
  The «protect your bonus» reflex syndrome. When rewards are too closely tied to individual objectives, counterproductive behaviors are sometimes observed in certain individuals. I have seen leaders set less demanding objectives for themselves than those they assigned to their teams for obtaining a bonus. This is a very sure way to degrade the atmosphere and generate distrust towards management.
  Being unfair or unrealistic. You will not be able to motivate a team with an objective whose meaning escapes them. Check that it meets the criteria of the English acronym SMART: Specific (or individualized), Measurable (quantitatively or qualitatively), Achievable (or acceptable), Realistic (or relevant), and Time-bound (i.e., with a deadline). Even better: adopt the SMARTIES approach and ask people if they find the objective is also Inspiring, Ethical, and likely to be pursued with a Smile:-)
  Neglecting the behavioral dimension. Many leaders pay disproportionate attention to what they collectively want; they don't think enough about how they will go about it. However, objectives must also meet a need for personal development. Encourage your team to adopt the behaviors and measures necessary to achieve the desired results. leaders set less demanding objectives for themselves than those they assigned to their teams for obtaining a bonus. This is a very sure way to degrade the atmosphere and generate distrust towards management.
• Being unfair or unrealistic. You will not be able to motivate a team with an objective whose meaning escapes them. Check that it meets the criteria of the English acronym SMART: Specific (or individualized), Measurable (quantitatively or qualitatively), Achievable (or acceptable), Realistic (or relevant), and Time-bound (i.e., with a deadline). Even better: adopt the SMARTIES approach and ask people if they find the objective is also Inspiring, Ethical, and likely to be pursued with a Smile:-)
• Neglecting the behavioral dimension. Many leaders pay disproportionate attention to what they collectively want; they don't think enough about how they will go about it. However, objectives must also meet a need for personal development. Encourage your team to adopt the behaviors and measures necessary to achieve the desired results.