Set goals – and really manage them

At first glance, few management topics seem as self-evident as goals. They provide direction, create orientation, and make success measurable. And yet, in practice, a surprising number of goal systems fail—not because of the methodology, but because of people.

Management by Objectives (MBO), modern target management systems, and OKR (Objectives & Key Results) are powerful tools. Used correctly, they can have an enormous impact. Misunderstood, they quickly become administrative chores, sources of frustration, or—worse—mere control instruments without any real steering effect or purpose.

In the following, we would like to show you why goal management is so important, where the typical pitfalls lie, and what it takes to not only set goals but also manage them effectively.

Why goal management is essential—especially today

Today's companies operate in an environment of constant change: volatile markets, high complexity, skills shortages, and rising expectations of leadership. In this context, target systems fulfill three key functions:

1. Creating focus: What is really important—and what isn't?
2. Establishing alignment: Is everyone working toward the same goal?
3. Clarify responsibilities: Who is responsible for what—and to what extent?

Without clear goal management embedded in a defined strategic framework, silos, parallel worlds, and operational chaos arise without any strategic effect. Goals are therefore not a "nice-to-have" but a central management tool.

The classic challenges – the human factor

In practice, we repeatedly see similar patterns:

• Goals are set top-down, but employees do not feel internally committed to them.
• Goals are set, but are no longer actively pursued in everyday life.
• Goals are too abstract, too numerous, or too contradictory
• Target discussions are perceived as an evaluation situation, not as an opportunity for development.

The root of these problems rarely lies in the method. It lies in the psychological experience of those involved. People want to understand the purpose of a goal. They want to exert influence. And they want to see that goals are being pursued seriously—not just on slides.

Alignment across levels and teams – not a sure thing

An effective target system thrives on clear consistency: from the corporate level, through departmental and divisional targets, to team and individual targets, everything should be clearly cascaded and referenced to each other.

And just as important: alignment between teams, not just within the hierarchy.

This is precisely where one of the biggest challenges lies. Often, goals at individual levels and in individual teams make sense on their own, but when combined, they create friction, conflicting goals, or blind spots. Without an active coordination process, there is no common pull in the same direction, but rather a juxtaposition of well-intentioned individual optimizations. And because the world is constantly changing and goals need to be continuously adjusted, alignment is not a one-time event, but a continuous management process.

Buy-in instead of formal approval

A goal is only effective when people say "yes" to it internally. This buy-in does not come about through signatures or goal agreement forms, but through participation, dialogue, and transparency. In doing so, leadership always operates in an area of tension:

• Demand: formulate ambitious expectations
• Enable: Give freedom of design and responsibility

Too much guidance creates resistance or inner resignation. Too much self-determination carries another risk: goals are chosen defensively.

The subtle tendency toward overly modest goals

A frequently underestimated effect in self-designed target systems is the tendency to set cautious, "safe" goals. This is understandable—no one wants to fail or expose themselves. But this is precisely where enormous potential lies. Consciously setting higher goals opens up spaces for thinking and acting that are not even visible with conservative goals. They promote innovation, learning, and entrepreneurial thinking.

The key factor here is attitude: when ambitious goals are set, partial achievement should not be seen as a failure. No one should feel left behind. Leadership requires particular sensitivity, psychological security, and a clear message: ambitious does not mean merciless.

No control without tracking

A goal that is not regularly reviewed quickly loses its relevance. Effective goal management requires continuous tracking—not for control, but for guidance. Digital tools such as Microsoft Planner or To Do (directly integrated into MS Teams), Asana, Monday.com, Jira, ClickUp, or similar systems are a great help in this regard. The decisive factor is not the tool, but consistency in its use. Goals must be visible, progress transparent, and deviations open to discussion.

Regular technical reviews – and genuine readjustment

Goal reviews are more than status reports. When well designed, they are learning spaces: What is working well? Where are we not making progress—and why? What do we need to adjust?

The following applies: failures offer learning opportunities—without question. But learning is not an end in itself. At some point, the ball has to go into the goal. This is also psychologically relevant. Constantly saying "we're still learning" undermines motivation and commitment. Good leadership can withstand this tension—and consciously shapes it.

Retrospectives: Reflect on collaboration, not content

In addition to technical reviews, retrospectives with a different focus are needed at regular intervals: How do we work together?

Not what was achieved, but how. Communication, decision-making processes, trust, taking responsibility. These spaces for reflection are essential for making target systems sustainable in the long term—especially in complex, interdisciplinary environments.

Conclusion: Goal management is leadership work

Management by Objectives and OKR are not templates that can simply be "introduced." They are expressions of an attitude toward leadership, responsibility, and collaboration.

When implemented correctly, they create a culture of clarity, focus, and energy. When implemented half-heartedly, they generate cynicism and bureaucracy.

This is exactly where reHuman : we support companies in designing target systems that are strategically effective, humanly sustainable, and relevant to everyday life. Not as method training, but as a genuine culture-shaping management tool.

If you would like to explore this topic further within your company, please feel free to contact us.