I'm about to undermine my title here because I actually like targets and there is no getting around the fact that performance and out-puts needs to be measured.
The reason this article struck a chord with me is the need for trust in a workplace was a lesson I learned very early on in my managerial career. I remember one of my first directors telling me that we either developed people really well or had to 'manage hard' - and this really stayed with me.
The problem is humans are naturally a little sceptical and when we throw in some work pressure and a few KPI's into the mix we can also become a little selfish, and when the pressure really comes on we start to retreat in 'Maslows' terms down the triangle.
My view is that we often over complicate things in business but a simple way of looking at things is to ask the question do my people feel I/we have their best interests at heart?
Does the organisation want it's success to be born out of it's employees success or will it take success any way it comes?
I'm not sure I agree with the line that creating trust is easier than running a business led by rules or that would be the norm and I see too much of the opposite. Where I would agree is that the best performing business do have their workers best interests at heart and they do want their success to be born through their people success and trust is the place to start.
Creating an environment of mutual trust is much easier than trying to run an authoritarian regime free of rule breakers. And there are some situations where making something a “rule” can really backfire.