Are Your Goals SMART?

Last month, we considered what might be keeping you and your organization from reaching the goals that you have set.  Specifically, what might be blocking you or sabotaging your efforts?

This month we will look more specifically at some tips and techniques of setting S.M.A.R.T. goals. Yes, not just smart “intelligent” goals, but SMART “the acronym” goals.  George T. Doran first introduced the idea of SMART goals in 1981 in an article written for Management Review.  SMART criteria are more commonly attributed to Peter Drucker’s management by objectives concept.  The idea is that SMART goals are more easily reached.  So, what are SMART goals?

SMART goals must be:

Specific – States exactly what you want to accomplish.  It usually answers the “W” questions – Who, What, Why, Where.  For example, the goal of “Improving Customer Service” is good, but is not specific and thus is more difficult to achieve.  A better version would be something like, “Within the first six months of the year, the North Division will raise Customer Service Survey scores by 10%”.  See the difference?   This is similar to the difference between shooting at a flock of birds and shooting at one bird within the flock - much better chance of hitting the target.

Measurable – How will you demonstrate and evaluate the extent to which the goal has been met?  A measurable goal usually answers the question: “How will I know when it is accomplished?”  “How is the goal quantified?”  “Improve Employee Morale” is a noble concept but what measuring stick or criteria will you use to determine your progress?  A measurable version would be, “Improve employee satisfaction this year by 10% over last year as measured by the Employee Relations Survey administered in November.”

Attainable/Achievable – An attainable goal may stretch a team in order to achieve it, but the goal is not extreme or unrealistic.  A goal that is just out of reach will challenge the team to be creative in searching for previously overlooked opportunities to get them closer to the goal.  If the goal is completely out of sight it becomes a de-motivator.  Do you remember back to your childhood and the Roadrunner/Wile E. Coyote cartoon?  As long as the Roadrunner was just out of reach the Coyote would keep pursuing and almost catch him.  Then the Roadrunner would hit another gear and completely disappear from sight.  What would the Coyote do?  Stop running in complete bewilderment! Your team does the same thing when you set an unrealistic goal.  If your team’s average is 20 sales per period and the all-time record is 30 sales, then setting a goal for 50 sales is just plain futile.  The team will not even try because they know it is impossible.  A goal of 24 or 25 is more realistic and attainable.

Relevant – Relevant goals drive the team, department and organization forward.  Relevant goals are worthwhile, timely, match other efforts, and are applicable to the current situation of the organization.  A goal that would take a team or organization in a different direction, not aligned with the organization’s mission or key objectives, would not then, be relevant.

Time-Bound - A time-bound goal has one or more target dates, establishing the “by when” parameter for the goal.  This also can include deadlines, dates, and frequency.  Increasing sales by 10% overall by June 1 is a time-bound goal.

This month, work on making your goals for the year “SMART” and you will be amazed at how much more you and your team will achieve by year’s end.

In the meantime, have a fantastic month and let us know how we can help you as you continue to build your “Better Business”!

Your servant leader, 

John Paschall