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By Stephen Milduce meaningful benefits. In this article we%u2019ll introduce you to the model by discussing three experiments we%u2019ve used to evaluate its impact, involving tens of thousands of employees, at AstraZeneca, Sandoz, and Vodafone.Goal-Setting at AstraZenecaThere%u2019s always a risk that a goal-setting process can feel transactional when implemented across an organization with thousands of employees. The desire for a united vision can easily become disempowering when company-wide goals cascade from the top and are merely translated into annual KPIs for the upcoming performance cycle. That%u2019s a missed opportunity, because goal-setting can be the perfect time for employees to set personal aspirations for the year ahead, and for managers and teams to reset and realign on what they wish to achieve together.At AstraZeneca, the annual goal-setting process happens in January. This timing inspired us to link the experience with the fresh-start effect, in which people engage in aspirational behaviors because they have just passed temporal landmarks such as birthdays or the New Year. To prompt this mindset in employees at the company, we asked a senior leader to create a short video in which she told colleagues in a peer-to-peer tone that she has always found goalsetting to be a great time for personal reflection and new beginnings, and success to be about finding ways to achieve at three levels %u2014 as an individual, part of a team, and part of an organization.That video was embedded into the regular goal-setting communications at the company and then randomly allocated to roughly 5,000 people. Employees who interacted with the message were significantly more likely to enter goals into the HR system and described their goals in greater detail. Weeks after the video was distributed, we gathered anonymized survey data from employees and found that those in the %u201cfresh start%u201d group were significantly more likely to agree that leaders at AstraZeneca cared about their personal aspirations. In short, a small coaching moment improved the relationship between employees and senior leaders while encouraging greater engagement in the goal-setting process.One-on-ones at SandozAt Sandoz, we turned our attention to the one-on-ones between manager and team, an interaction that attracts significant time and energy but is rarely given the attention it deserves as a vehicle for culture change. Without that intentionality, busy managers and their teams may use their one-on-ones as no more than an opportunity to run through their current tasks and to-do lists.In collaboration with a team from LMU Munich and IN-