SMARRT GOALS!

Helping You Build a Leaderful Organisation®

Are your goals really SMARRT!

Many people are familiar with the SMART acronym for goal setting as it has been around for years.

Paddi Brown and Gail Broady believed that there were a couple of problems with the usual words associated with the A and R in SMART GOALS, so they gave it some thought and developed their own version that we have further developed and used successfully for the last few years.

S

If people are to be motivated by goals, then the goals need to be specific - not as specific as possible, not pretty specific - specific.

Specific means unambiguous and defined.

Use the QQRPT checklist to ensure the goals you set with people are specific. Check to see whether or not you have discussed QQRPT

Quantity -
don't use vague words like 'more' or 'less' or 'fewer';
don't use comparatives - words ending in _er or _est like harder, faster, better or best - they are ambiguous or have multiple meanings and set you up for frustration and conflict. Help people understand the specific requirements - how many, how often, how long, when, by when etc (PS The only word ending in _er that we like is beer!)

Quality -
use benchmarks, samples, equivalents, behavioural indicators, feedback indicators to help people understand the quality requirements - define what 'finished' looks like and describe what to look for to gauge quality. While quality may be difficult to define and specify, taking the time to get a shared understanding can prevent frustration, conflict, and demotivation.

Resources -
ensure the goal is defined in terms of resource limits - eg how much time, $$, authority can the person use? what equipment, tools, people can they use? what CAN'T they use?

Process -
Do they need to follow or use a specific process, SOP, protocol, safe work instruction, or procedure? If so then specify that. for example - in setting up a roster do they need to do it in consultation with all the supervisors or can they do it alone?

M

People are motivated by goals, when they get a sense of achievement and progress. They can't get that sense ofeither progress or achievement if they can't tell if they're making progress or when they've finished!

Action Plans, milestones, checkpoints, checklists and indicators can be used to give people a sense of progress as well as more traditional, quantitative measures.

If you can tell whether they're making progresss/have finished/have done well - then you are already using some sort of measure - you don't need to make up new measures - you just need to talk about what measures' or indicators' you're already using and check with them to see if these sound reasonable and fair (valid and reliable).

A

In most versions of SMART, A stands for Achievable. We've found that there are often BIG differences between what the boss and the employee/team believe to be achievable.

So in our version of SMART A stands for ACCEPTED.

Research suggests that it doesn't matter so much whether goals are set with or for people - what matters is whether or not

- the person who has to achieve the goal ACCEPTS the goal
- the person who has to resource the effort ACCEPTS the goal.

If you see signs (verbal or non-verbal) that the person doesn't accept (buy) the goal you set for them, you need to switch to listening to find out why

- if they don't believe it's possible, help them with an Action Plan or Checklist and/or coaching and encouragement; supervise closely to begin with to ensure they have early success.

- if they don't believe it's desirable because they have values or goals that are not aligned with the business goals, explain the business case in simple straightforward terms free of bulldust; specify your expectations about what they are to do when, by setting up an action plan; and supervise closely to ensure compliance and encourage their engagement.

Acceptance is most likely when people understand the goal and have SOME say in how it will be achieved; when the goal is aligned with the business needs; when it is supported by a respected person in authority; and when it is ...

R

Resourced!

In most versions of SMART, R stands for Realistic. We don't really see the difference between achievable and realistic...and we've found that there are, once again, often BIG differences between what the boss and the employee/team believe to be realistic. what's certain, is that when people don't believe a goal can be achieved, they won't be motivated - and that's why Goals must be resourced - once people can see that they have what they need to succeed, they will be motivated.

So in our version of SMART, R stands for RESOURCED.

This means that you need to talk through 'what you'll need in order to achieve the goal' - time, skills, support, authority, skills, information, knowledge, back-up, equipment, tools, feedback AND confidence!

Where there is disagreement, you need to explain, negotiate and/or action plan. You may also need to break bigger goals down into chunks or steps they believe they CAN achieve. So ensure that people have an ACTION PLAN or CHECKLIST of STEPS to support each goal you set - if they don't, help them develop one or map one out for/with them.

R

We have a second R in our version of SMART Goals.

The second R stands for RESULTS-focused. Too often we see lists of 'goals' that are really just lists of tasks. Rather than motivating, these lists KILL motivation! They don't give people anything to aim for, any reason to put in effort or persist - they just drain energy!

Goals are best stated in the PAST TENSE to ensure that they are focused on RESULTS and not Tasks or Activities.

A useful basic formula for goals is
By [this date] my goal is to have achieved [this specific RESULT] by [doing these actions - action plan]

eg By October 2005, my goal is have enjoyed a two-week, paid-in-advance holiday at Coral Bay including a whale-shark dive, by putting aside $25 each week.

Compare this to - Save $25 each week for the next 15months.

This first (a goal) gives you motivation to put aside the $25. The second (a task) gives you no reason to bother or persist when something tempting comes along...

T

Finally T stands for TimeFramed.

People have a lot of things on their plates, and what's IMPORTANT often gets put aside for what's URGENT. When you put a specific date or time on a goal, it INCREASES the URGENCY and that means it's more likely to get done! Leave it open ended and it will get put off...

Keep in mind you need to explain or negotiate the timeframe - if they don't believe it can be done in the time you specify, you need to map out the action plan/action steps for them to show how it CAN be done.

.

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S	If people are to be motivated by goals, then the goals need to be specific - not as specific as possible, not pretty specific - *specific. Specific* means unambiguous and defined. Use the QQRPT checklist to ensure the goals you set with people are specific. Check to see whether or not you have discussed QQRPT Quantity - *don't* use vague words like 'more' or 'less' or 'fewer'; don't use comparatives - words ending in _er or _est like harder, faster, better or best - they are ambiguous or have multiple meanings and set you up for frustration and conflict. Help people understand the specific requirements - how many, how often, how long, when, by when etc (PS The only word ending in _er that we like is beer!) Quality - use benchmarks, samples, equivalents, behavioural indicators, feedback indicators to help people understand the quality requirements - define what 'finished' looks like and describe what to look for to gauge quality. While quality may be difficult to define and specify, taking the time to get a shared understanding can prevent frustration, conflict, and demotivation. Resources - ensure the goal is defined in terms of resource limits - eg how much time, $$, authority can the person use? what equipment, tools, people can they use? what CAN'T they use? Process - Do they need to follow or use a specific process, SOP, protocol, safe work instruction, or procedure? If so then specify that. for example - in setting up a roster do they need to do it in consultation with all the supervisors or can they do it alone?
M	People are motivated by goals, when they get a sense of achievement and progress. They can't get that sense ofeither progress or achievement if they can't tell if they're making progress or when they've finished! Action Plans, milestones, checkpoints, checklists and indicators can be used to give people a sense of progress as well as more traditional, quantitative measures. If you can tell whether they're making progresss/have finished/have done well - then you are already using some sort of measure - you don't need to make up new measures - you just need to talk about what measures' or indicators' you're already using and check with them to see if these sound reasonable and fair (valid and reliable).
A	In most versions of SMART, A stands for Achievable. We've found that there are often BIG differences between what the boss and the employee/team believe to be achievable. So in our version of SMART A stands for ACCEPTED. Research suggests that it doesn't matter so much whether goals are set with or for people - what matters is whether or not - the person who has to achieve the goal ACCEPTS the goal - the person who has to resource the effort ACCEPTS the goal. If you see signs (verbal or non-verbal) that the person doesn't accept (buy) the goal you set for them, you need to switch to listening to find out why - if they don't believe it's possible, help them with an Action Plan or Checklist and/or coaching and encouragement; supervise closely to begin with to ensure they have early success. - if they don't believe it's desirable because they have values or goals that are not aligned with the business goals, explain the business case in simple straightforward terms free of bulldust; specify your expectations about what they are to do when, by setting up an action plan; and supervise closely to ensure compliance and encourage their engagement. Acceptance is most likely when people understand the goal and have SOME say in how it will be achieved; when the goal is aligned with the business needs; when it is supported by a respected person in authority; and when it is ...
R	Resourced! In most versions of SMART, R stands for Realistic. We don't really see the difference between achievable and realistic...and we've found that there are, once again, often BIG differences between what the boss and the employee/team believe to be realistic. what's certain, is that when people don't believe a goal can be achieved, they won't be motivated - and that's why Goals must be resourced - once people can see that they have what they need to succeed, they will be motivated. So in our version of SMART, R stands for RESOURCED. This means that you need to talk through 'what you'll need in order to achieve the goal' - time, skills, support, authority, skills, information, knowledge, back-up, equipment, tools, feedback AND confidence! Where there is disagreement, you need to explain, negotiate and/or action plan. You may also need to break bigger goals down into chunks or steps they believe they CAN achieve. So ensure that people have an ACTION PLAN or CHECKLIST of STEPS to support each goal you set - if they don't, help them develop one or map one out for/with them.
R	We have a second R in our version of SMART Goals. The second R stands for RESULTS-focused. Too often we see lists of 'goals' that are really just lists of tasks. Rather than motivating, these lists KILL motivation! They don't give people anything to aim for, any reason to put in effort or persist - they just drain energy! Goals are best stated in the PAST TENSE to ensure that they are focused on RESULTS and not Tasks or Activities. A useful basic formula for goals is By [this date] my goal is to have achieved [this specific RESULT] by [doing these actions - action plan] eg By October 2005, my goal is have enjoyed a two-week, paid-in-advance holiday at Coral Bay including a whale-shark dive, by putting aside $25 each week. Compare this to - Save $25 each week for the next 15months. This first (a goal) gives you motivation to put aside the $25. The second (a task) gives you no reason to bother or persist when something tempting comes along...
T	Finally T stands for TimeFramed. People have a lot of things on their plates, and what's IMPORTANT often gets put aside for what's URGENT. When you put a specific date or time on a goal, it INCREASES the URGENCY and that means it's more likely to get done! Leave it open ended and it will get put off... Keep in mind you need to explain or negotiate the timeframe - if they don't believe it can be done in the time you specify, you need to map out the action plan/action steps for them to show how it CAN be done.

Helping You Build a Leaderful Organisation®

Are your goals really SMARRT!

COPYRIGHT NOTICE REGARDING OUR ON LINE ARTICLES

© 2003 The Corporate Soul P/L You may print off ONE COPY for your personal use. Permission Required for Further Distribution or Other Use

© 2003 The Corporate Soul P/L
You may print off ONE COPY for your personal use.
Permission Required for Further Distribution or Other Use