To set goals is art. They have to be both specific and objectively measurable in order to use them as an assessment of whether you deliver the right result or not. They have to be intelligible to the team so they will commit to the goal. To fully understand the goal and to explain it to others is an essential condition of reaching the final goal. That is why we use a lot of time on the BPL courses to work with goals and objectives.
Make the goal personal
In most companies and workplaces you will typically get goals from external actors, like customers for example. That is according to Michèle your basic goals. That is what we have to deliver - end of discussion.
If you want to 'outperform', it is important to make the goal present to the individual and differentiate it with an understanding of the fact that people get motivated towards different things.
In the places Michèle has worked, it is common to set individual business and development goals for the coming year. As they have to be measurable, they often just figure as numbers. But to many leaders and employees numbers are just means and indicators without power. That is the reason why you have to transform the numbers to something you find interesting - and something that can work as a motivation for you and your team to reach the basic goals and outperform.
Common goals
Precisely because we all have different fields of reference, language and ways of thinking, it is essential to create a shared experience of the team’s goal and direction, the way there and the team culture your colleagues will use as the starting point for achieving the goal.
In Beyond Project Leadership™ you will, therefore, learn to link your analytical and logical abilities to your emotional intelligence, so as to create total resonance in the team in terms of their goal. 
Emotional intelligence
Daniel Goleman, known for his books on the subject of emotional intelligence, has come to the conclusion that the climate, in other words how your colleagues are feeling, accounts for 30% of the financial result.
Goleman has also demonstrated that when there is resonance in the team, the leader will be less subject to stress and resistance and will have a much easier job in terms of carrying out changes and processing the team towards the goal. Commitment and common progress will be equally strong and, when the project team gets going, there will be a sense of ownership and responsibility that will often lead to exciting and new results!
