You're facing pushback on new performance goals during annual reviews. How do you tackle this resistance?
When employees push back on new performance goals during annual reviews, it's crucial to address their concerns while maintaining your objectives. Here's how to manage this delicate situation:
What strategies have worked for you in managing resistance to new performance goals? Share your insights.
You're facing pushback on new performance goals during annual reviews. How do you tackle this resistance?
When employees push back on new performance goals during annual reviews, it's crucial to address their concerns while maintaining your objectives. Here's how to manage this delicate situation:
What strategies have worked for you in managing resistance to new performance goals? Share your insights.
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I would like to start mentioning that in ideal circumstances new performance goals during annual reviews are a consolidation of the planning and preparation process developed by competent and experienced leaders. They wouldn’t be a surprise for the team. However, we all know how hard those circumstances used to be present. Saying that, the best way is cover it with a clear, detailed, and complete clarification for all. It’s very frustrating receiving messages from head office and low level management treats them as impossible targets for their local market. The most of the time they don’t see the big picture and force conflicts internally. So, prepare your staff and clarify the targets for all levels of the company are necessary.
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Introducing new initiatives should be backed with a clear purpose of why it is needed, what it entails, and how it can be beneficial for all. Here are some ways to approach this. Clearly articulate the reasons behind the new goals and their alignment with the company's purpose and growth. Engage and involve employees in the goal-setting process, allowing them to express their concerns. Listen and address them thoughtfully. Ensure to set ambitious goals and emphasize their importance for both employees and the organization. Provide training and resources to help meet new expectations. Provide continuous and regular feedback and support to realign with the purpose. Recognize and celebrate every milestone to inspire the team.
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OWNERSHIP IS THE KEY Pushback is a symptom of rejection, or at least resistance, or disengagement, or just a shock of surprises. New performance goals during annual review will potentially get pushback from just a shock of surprises until a well rounded rejection. Why? It’s ownership issue. Embracing new challenges, higher targets, and other new things matter for company can only be expected when people own it, because it is matter for them too. Give your team the whole pictures, and ask them to voluntarily figure out how those can be achieved together. For the remain goals that has no person in charge will be redistributed with support of resources required and barriers removal. Of course coaching and mentoring too.
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When “Job Purpose” and “its linkage to the business goals and performance” is clearly communicated across the board, only then people feel connected and engaged to meet the assigned goals that serves the following two critical aspects; 1. “Goals” drives the “employee” instead of the other way around. 2. Employee truly feels accomplished by achieving them not only for the organization but for self growth and passion. Win-Win for both..
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As a Management Consultant, I always advise managers before performance review time: - Align Goals with Strategy – Help employees see the bigger picture and how their work contributes. - Foster Open Dialogue – Actively listen, address concerns, and clarify expectations. - Emphasize the "Why" – Communicate the purpose behind changes to build understanding. - Co-Create Development Plans – Involve employees in setting realistic and achievable goals. - Focus on Support, Not Pressure – Encourage growth through guidance, not just demands. *** Implementing proactive strategies to address resistance to change or new goals is far more effective than reacting to challenges after they arise.