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17 May 2013 The Changing Face of Outplacement by Diana Westlake
3 May 2013
6 February 2013 Commercial Skills Required by John Dodd
11 February 2013 Tough Conversations - practice makes perfect by Stuart O'Reilly
22 January 2013
12 November 2012 Women on Boards Event by Laura Oliver
2 November 2012 Talons Management by John Milsom
10 October 2012
31 August 2012 Allow SID to be Vicious by Keith McCambridge
1 June 2012 The Best Candidates Choose You by Keith Miller
30 May 2012
12 July 2012 Would your team win gold? by Laura Oliver
2 August 2012 Leadership teams – what goes on at 35,000 feet by Keith McCambridge
5 April 2012
14 May 2012 Don't Cut Corners on Job Analysis by Jerome Bull
18 April 2012 CSR - Who Are We Kidding? by Laurence Jackson
30 March 2012
23 February 2012 Stargazing by Melissa Davis
31 January 2012 Some Honest Answers by Colin Mercer
19 January 2012
16 January 2012 Embedding Talent Management by Laura Oliver
7 February 2012 Driving Behavioural Change by Liz Lawson
5 January 2012
18 November 2011 Women on the Board by John Dodd
9 November 2011 Collaborative Leadership by John Milsom
8 November 2011
10 October 2011 Does coaching make you too risky? by John Milsom
7 October 2011 Transparency with Candidates by John Milsom
5 October 2011
13 September 2011 Blinkers off - recruiting from other sectors by Jerome Bull
13 September 2011 Diversity - Make it work for your Board by John Dodd
23 August 2011
19 August 2011 The Future of Leadership by John Milsom
19 July 2011 The Fall of Rebekah Brooks by Melissa Davis
15 July 2011
11 July 2011 Brainpower Vital - Supply Chain Professionals by Keith Miller
17 June 2011 Becoming an NED - Look Before You Leap by Mike Spurr
15 June 2011
1 June 2011 New Media in Recruitment by Ian Richardson
27 May 2011 Adopting Commercial Values by Laurence Jackson
17 May 2011
15 February 2011 Psychological Assessment by Stuart O'Reilly
10 February 2011 Survival Leadership by John Milsom
7 February 2011
19 January 2011 Come Home, All is Forgiven by Keith Miller
12 January 2011 Standing Out From The Crowd by Jerome Bull
10 November 2010
28 October 2010 Hard, Soft or About Right? by Stuart O'Reilly
18 October 2010 Are You a Velvety Merlot or a Complex Cabernet? by John Milsom
11 October 2010
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Driving Behavioural Change
Did you make any New Year’s resolutions at the beginning of this year? Did you achieve them, are you still working towards them or did you fail, like most, and revert back to your old behaviour by the second week in January? So, how do we drive real behaviour change in ourselves and our organisations?
Edwin Locke’s (1968) ground-breaking Goal Setting Theory of Motivation has the answers. Outlined below are its main features:
- Goals should be specific and clear – don’t be vague or ambiguous, decide exactly what you want to achieve, set yourself a deadline, and put measures in place to assess your progress.
- Goals should be realistic and challenging - don’t set yourself up for a fall by deciding to achieve the impossible, but also make sure there is some stretch in there - the more you challenge yourself the greater the likely results and rewards.
- You need self-belief and confidence to achieve your goals. Seek confirmation and ongoing feedback from those around you, and discipline yourself to ‘keep the faith’ in moments of weakness.
- Make your goals open and known – declare them to your friends, family and colleagues, keep people posted on how you are doing and encourage them to ask you about your progress.
- Set your own goals – you are much more likely to stick to those you set yourself rather than those designated to you. (If you manage people and are setting goals for others, ensure they are ‘participatively set’).
- Make sure your immediate goals align with the broader themes and aspirations in your life. In business, ensure your personal goals align with the wider organisational objectives and vision.
Within management practice, effective goal setting is critical to employee engagement, motivation and performance. Whether you are involved in appraisals, performance reviews, coaching, or development planning, all of these initiatives are likely to be enhanced if these principles are followed. And once goals have been agreed, feedback is the magic ingredient - as important as rainwater to a seedling. If you would like to discuss how we can support you and your team in reaching your goals and enhancing organisational performance, please contact Liz Lawson.