Herman manages a production facility that makes furniture. He asked Missy, a shift supervisor, to reach a goal of producing less than 2 percent scrap during the past month, instead of the 9 percent usually produced on her shift. This goal seemed impossible since the industry averages 10 percent scrap, and the best month ever at Herman's facility still produced 5 percent scrap. Missy's shift did not reach the goal, producing 6 percent scrap during the month. How should Herman respond?

Question

A) He should fire Missy for falling short of an official goal, no matter how unrealistic it was.
B) He should give Missy a chance to cut scrap to one percent next month or face consequences.
C) He should avoid punishing Missy for missing the goal and recognize that she still had an exceptional month.
D) He should tell Missy it is all right because goals do not really mean anything.
E) He should require Missy to work unpaid overtime to cover the excess scrap produced on her shift.

Answer 1

C) He should avoid punishing Missy for missing the goal and recognize that she still had an exceptional month.
Explanation: Stretch goals are targets that are exceptionally demanding and that some people would never even think of. Stretch goals can generate a major shift away from mediocrity and toward tremendous achievement. However, if people try in good faith but do not meet their stretch goals, do not punish them-remember how difficult their goals are! Base your assessment on how much performance has improved, how the performance compares with others, and how much progress has been made.