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Ed's avatar

I enjoy having a BHAG (Big Harry Audacious Goal). The problem arises when you set budgets, bonuses, travel etc. around a BHAG (the owner of a previous company did this), then expect your people to meet that BHAG as their only goal and then endlessly chastise them when they don't meet it. If your people believe in the goal, believe they can achieve it, base the budgets et al around that, but create the sales plan on the BHAG. Reward them for achieving the goal everyone agreed to. Reward them greatly for achieving the BHAG. Reward them for any point over the goal. I base this on personal experience of motivating a team of sales and business development professionals. Just for an example: the team agrees the goal is to increase sales across the board 15%. Every member says they can achieve it. You set a stretch goal of 20%. You set a BHAG of 50% increase if every opportunity in the pipeline were to be completed. Then the owner sets his own goal of 100% increase and holds the team to it. It is simply demotivating to the team to never hit that goal. To not have a reward for the effort the team put in to achieve beyond what they set and advised the owner what was possible. I apologize for the rambling but having lived this for the last 10 years, I wanted to share a potential downside. Thanks

Earl Major's avatar

I read your new book in one sitting, Bob. Loved it. You’re gonna be a NYT bestseller one day. Keep the faith.

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