Which New Year resolution works better? “I will lose 3 pounds” or “I will lose 2-4 pounds”?
A study published in the Journal of Clinical Psychology found that weight loss and improved fitness are among the top ten 10 New Year’s resolutions. The study also reports that just 8% of these New Year’s resolutions succeed.
What type of goals should you set for employees – both as a team and as individuals?
In our daily lives, we set goals for well-being – read more books, lose weight, eat more vegetables.
At work, setting goals is a staple of work life. We communicate our goals to superiors and peers and take the time to set goals for employees.
When thinking of goals, we tend to focus on the one number: the number of pounds we want to lose, the number of calls a sales rep should make, the number of training courses an employee should complete. But focusing on one number can be wrong.
Recent research shows that people are more likely to reengage (i.e. decide to continue pursuing a goal over a period of time) if the goal is a range and not a single number.
Researchers tried to answer the question “would a consumer be more likely to reengage a goal of losing weight if this consumer were to set a goal of either a weekly single number goal or a weekly goal that would fall into a range of outcomes?” It compared high-low range goals and single number goals.
How we set goals influences our behavior; this is driven by feelings of accomplishment.
Research on accomplishment shows that the sense of accomplishment is achieved by the perceived attainability of the goal and the perceived challenge of the goal. High-low goals influence perceived attainability and challenge of the goal and thus the feelings of accomplishment and interest in goal re-engagement.
High low range goals provide two single salient reference points vs just one reference point for the single number goal. The low range is what is attainable and the high range is what is challenging.
The single number goal is “all or nothing”. And that is the problem. If the goal is easily attainable then it is discouraging or too easy. The high-low range creates the challenge – to achieve the higher goal – and leaves us in a state of challenge. On the other hand, it doesn’t discourage us if we cannot make the higher end.
This is very similar to the concept of flow – which is a state known to be associated with engagement and performance. Flow is the place where there is a balance between the skill level and the task. It does not occur when the challenge is too easy or too difficult. Difficult tasks cause anxiety. Too easy tasks cause boredom.
When the task (or goal) is just right, a state of heightened focus and immersion occurs: flow.
Goals play an important role in enterprise gamification. Sample sales gamification goals are to make more outbound calls, complete CRM reporting on time, close more deals. Customer service gamification goals can be to reduce average handling time (AHT) or increase first call resolution (FCR). Set high-low goals that create a sense of achievement and that can result in flow.
And next year, don’t promise to lose 3 pounds. Set a goal of 2-4 pounds.
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Prior to Centrical, Dalit worked at LivePerson and NICE creating digital transformation and customer engagement solutions. Her areas of expertise include complete product lifecycle management, translating market and customer requirements to draw a viable product roadmap, identifying champions, and then harnessing their enthusiasm to drive adoption of innovations.
Dalit Holds a Master’s degree in Chemical Engineering and Computer Science from the Technion Technological institute in Haifa.
Previously the Global Head of Marketing for SAP SuccessFactors, April was responsible for end-to-end marketing for SuccessFactors around the world. In this role, April led strategic marketing plans to grow global brand recognition, revenue, customer success and category creation of human experience management (HXM), which is focused on solution innovations that put the employee at the center of work. April also served as a Diversity and Inclusion Lead at SAP and led global thought leadership and strategic partnerships inspiring an inclusive culture, women’s equality, supplier diversity, and sustainable supply chains.
April has been honored by various organizations including CRN’s “Women of the Channel” and as a “Top 100 Ethnic Minority Executive” by EmPower. She holds a B.A. in Communications and Marketing from Simon Fraser University, Canada’s leading comprehensive university.
Ella holds a B.A in Psychology from the Hebrew University and MSc in Organizational Behavior from Recanati Business School at Tel Aviv University.
Previously, she held the role of Head of Product Experience and Communications for LivePerson, a leading Conversational AI platform, where she played crucial part in delivering significant product innovation and customer growth. Prior to her time at LivePerson, she held multiple senior product roles at NICE, a leading enterprise customer experience (CX) software provider, including Director of Product Portfolio and Director of Product Management.
Linat holds an MBA from Tel Aviv University and a BA in Computer Science from Reichman University (IDC Herzliya). She graduated magna cum laude from both institutions.
Prior to that he was CEO of Gilon-Synergy Business Insight, a national leader in Business Intelligence. In 2010, Gilon-Synergy was acquired by Ness Technologies (NASDAQ:NSTC) and Gal went on to serve as Senior VP at Ness, and was member of its executive management.
Prior to that he was VP customer relations and operations at Deloitte Consulting. He also worked at EDS and Bashan. He holds a MBA degree in Marketing and Information Technologies from the Tel Aviv University.
Jayme Smithers brings 25 years of leadership experience in enterprise software. He has been building and scaling high performance revenue teams in the worlds leading technology companies including Oracle, NetSuite, SAP, BusinessObjects, Crystal Decisions and most recently ThoughtExchange.
As the CRO at ThoughtExchange (a leader in Enterprise Discussion Management) he helped significantly scale their growth, led them into new markets, brought in key investment and helped them become the leader in community engagement across the Education sector.
At NetSuite, Jayme helped innovate, grow and scale key verticals as NetSuite become the standard Enterprise Resource Planning (ERP) thanks to the introduction of new channels and a value centric approach to the sales process.
Prior to NetSuite, Jayme worked at SAP where he led various roles including global revenue channels, large enterprise and mid market teams. It was here at SAP where he built a strong partnership with our CMO April Crichlow where they focused on building world class teams with clear expectations, coaching and career development!
Outside of work, Jayme can typically be found with his family in the mountains sharing his love, passion and knowledge of nature and sport.
Jayme is actively coaching the Nancy Greene Ski league and competitive youth soccer.
Jayme holds a business degree from University of Denver where he competed in two varsity sports (soccer and alpine skiing) and he helped led the Alpine Ski team to back to back NCAA National Titles in 00 and 01.
Daphne has over 15 years of experience in Customer Relations and Retention in both B2B and B2C environments. Her area of expertise is leading customer success, consulting and global professional services teams within public and private sector companies. She is focused on leading teams to grow the partnership with our clients.
Prior to Centrical, Daphne worked software and service companies in the online marketing and gaming industry.
Daphne holds MA in Statistics – Specialization in Operations Research and a MBA degree, both from the Hebrew University of Jerusalem.
Ariel has over 16 years’ experience in a wide variety of R&D leadership roles. He is highly experienced at building R&D teams from the ground up, driving high levels of accountability and ownership and setting up automation infrastructures. For the past 10 years Ariel has managed both in-house and offshore development teams at companies ranging from startups to enterprise organizations.
Prior to joining Centrical, Ariel served as VP of R&D at Worthy.com where his team dramatically improved product stability, quality and execution. Before that, he was VP R&D at Applicaster where he led infrastructure changes from project to product. Ariel has also held various R&D positions at Retalix (later acquired by NCR).
Ariel holds B.sc in Computer science & Math, and MBA degree in Information Technologies, both from Bar Ilan University
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