58 THE PEOPLE setting targets Most people do tend to perform better when they have a target to work towards. This helps to drive them forward and keep them motivated and, if they achieve it, can signifi- cantly increase their self-confidence. However, it is essential that targets are not only challenging but also realistic. It's a fine balance. Someone who works as hard as they can to reach a target that is looking increasingly unattainable will eventually become demotivated and can end up underperforming, making the targets counterproductive. rewards and incentives Rewards do not necessarily have to be financial for them to be motivational. As already discussed, different people respond in different ways to the various incen- tives that an organisation can offer. Whilst some people are driven by the desire to earn more cash, to be awarded a company car, etc, others may respond more favourably to the prospect of promotion or simply additional responsibility. Or they may prefer to receive formal recognition for their personal achievements. It is import-