Welcome to Manager Tools. Today's topic, Assumptive Goal Setting. Here we go. Now surely we've spent some time talking about the importance of goals in the past right?

I mean I hope so. We've done this for I don't know we've done this for a while.

They're big but it's it's really funny how many people don't want to have to set

goals, yet they expect all sorts of publicly visible people and organizations and institutions

to do just that right and we expect

the government to live within their means which of course requires goals

and planning and things like that budgets right right and we expect our

teams of wins which surely they would not do if they weren't sending goals of winning, right?

We expect our companies to meet their budgets so we can get our raises and all the kind of, and get the budget we like every year and

perform as they say they will.

All those things take goals.

And how can we ask not to be held accountable

for achieving goals while simultaneously

expecting the institution we work in to have enough cash available to pay us when they say they will.

You know, paying on time is a goal.

Surely somebody in finance or cash management has a plan for right right yeah

and of course the answer is we can't if we want to be a professional part of

the organization this is a bit like the conversation you and I have when when the company that someone is working for wants to grow 5% and the manager puts together a budget about how they're going to grow 1% or 2% because they just can't get any more and it's like, okay, so somebody else is going to do 10 just to make up for the fact that

you're not an effective manager and can't figure out how to get to five.

Yeah, right?

Or let's do 5% cuts and the manager does, well, I'll cut two because really I'm particularly

important. No that's yeah I think we shared that in the past is not a great

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