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The Perils of Manager-Driven Goal Setting

As managers, it's our job to support our employees and help them succeed. A key part of that is working together to set goals that align with the company's objectives while enabling the employee's professional development.

However, there are risks when managers take too much control over goal setting.


It's likely obvious, however employees are much more invested in goals that they have an active role in creating. You'd be surprised how many companies we come across when this simply doesn't happen.


When managers alone decide what an employee should achieve, it's a recipe for disaster. Employees may view the goals as unrealistic or misaligned with their interests. Even well-intentioned managers sometimes miss the mark because they don't fully understand what motivates their people.

Also, overly prescribed goals strip away employees' sense of autonomy. This reduces the chance they take ownership of the goals and limits how accountable they feel for outcomes. years of evidence shows that self-set goals lead to higher performance. This often happens in sales teams.


Employees simply try harder when they direct their own objectives versus chasing externally imposed targets. Plus, employees know their own capabilities and interests best. Their input leads to goals that are often challenging but attainable.

Managers who dictate goals can breed resentment. This dynamic damages the manager-employee relationship by reducing trust. It also limits the employee's opportunity to develop critical skills in self-management and goal setting that drive career advancement.

The ideal approach is a partnership where managers and employees align on goals together. Managers should guide the process and share company and team objectives. But employees should be given flexibility to tailor goals to their strengths and personal development areas. With an open dialogue, managers and employees can find the sweet spot between corporate priorities and individual growth needs.

While letting go of some control over goal setting may feel uncomfortable for managers, it pays off through more engaged, empowered employees. Maintaining a spirit of collaboration prevents conflicts down the road and supports a culture where employees feel valued and heard. That culture is what enables both people and organizations to thrive.

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