A few months later the company launched an initiative called ‘The best customer experience ever’. As part of this drive to improve customer satisfaction our pharmacist has been set some targets by her area manager. The area manager is excited by the new company initiative saying it is time for a ‘step change’ in colleague performance, therefore, some ‘stretch’ targets would be useful. The area manager sets new targets which are above the growth that has been achieved previously. One example that made the pharmacist feel particularly anxious was the target for sign-ups to the managed repeat prescription service. The business had been achieving 10 sign-ups per week but with the new initiative, the pharmacist has to lead her team to achieve 30 sign-ups per week.
Our pharmacist feels this target is at best difficult to achieve and certainly in the long-term impossible to achieve. She does not have the courage to tell her area manager for fear of falling out of favour. She is keen to make sure her ‘face fits’ within the company.