The development of employees is systematically aligned with the company’s goals.
The cooperation between management and employees is improved.
This brief overview shows that everyone benefits from leading by objectives: the
entire enterprise, the leaders and the employees.
The number of targets should be limited to what is feasible. Too many objectives
can scatter the concentrating effect of target planning. In order for there to be
an actual “agreement,” the employees must not only have enough opportunities
to contribute their own ideas, but also be invited and encouraged to do so. If
executives enter into the process with unalterable objectives and are unwilling to
negotiate, something has gone very wrong.
Employees will only fully accept targets if they are at least roughly compatible
with their own personal goals and personal value system. Objectives gain additional
momentum if they are transformed into images (“visions”). In addition, negative
formulations should be avoided because they can be demoralizing. Instead of “Our
discussions should not take so long,” say “Our discussions are limited to one hour.”
Well-formulated objectives must meet the requirements of the following
“SMART formula”:
Specific ) What is to be concretely achieved?
Measurable ) How can we tell that the objective has been achieved?
Challenging ) Is the target a challenge?
Realistic ) Is the target realistically achievable with our resources?
Terminated ) When is the deadline for the goal?
If these requirements are not taken seriously, it can create major sources of
interference in the concept of “leading by objective agreements.”
4.2.6 Delegating
Delegating responsibility to employees is an important precondition in order for
leadership to take place at all. Also, the aspect that leaders have to “unburden”
themselves is relevant here. Delegating tasks also has the benefit of empowering
employees.
The process of delegation is significantly influenced by the leadership values of
the manager. For leadership values, Koestenbaum developed a model covering the
four main dimensions of vision, courage, understanding, and a sense of reality.
Those who are forward-thinking and innovative, constantly keep in mind their
long-term goals, and take clear action possessvision. Those who stand by their own
opinions, take the initiative and accept responsibility when things seem to be
difficult or controversial, demonstratecourage. Leaders areunderstandingif they
are sensitive, open, honest and fair to others, and support their development. And
they have asense of realityif they take the constant changes in their environment
into account.
4.2 Tools as Means to an End 229