SMART Goal Setting:
Using the SMART goal setting process to ensure success
Goal setting is part of many corporate training programs. The SMART goal setting technique ensures goals are: Specific, Measurable, Agreed to, Realistic and Time phased. These criteria help to set goals that can be achieved.
Specific A goal needs to be very specific. A vague goal that can't be measured is an invitation to procrastination as it is hard to know how to start working on the goal when it is not clearly defined. Start by drafting a goal statement. Ask yourself if this goal statement is so clear that anyone would understand what you are about to do. Test it by giving it to someone else to read and then ask them what they think you are trying to achieve. Does the goal statement answer the who, what, why, when and how about your goal?
Example of a vague goal statement: My goal is to earn a higher salary.
Example of a specific goal statement: My goal is to make a minimum of 50K (including bonuses) by 2010 by taking professional development courses on leadership, applying for leadership positions within my company and talking to my supervisor and HR representative so they are aware of my goal.
Measurable
Goals need to be measurable so that there are benchmarks of attainment. Determining the metric or metrics to be used can be tricky but try to keep it as simple and as obvious as possible. If it requires careful record-keeping, make sure you have the labor power to make it happen.
The specific goal statement above could be measured by creating increasing benchmarks of earnings annually until 2010.
Strategic goals for business units are often measured using earnings or profit. Be careful that the right number(s) is/are tracked and that there are parameters around the metric(s) or you may find that employees use unethical behaviors to achieve the benchmark. For example, customer volume could be a metric used to achieve the strategic goal of being the top performing business unit. This may then lead to staff over spending on incentives to attract new customers or stealing customers away from other sales reps and so on. A better metric might be to measure net profit on new customers. You may find that you need to use multiple metrics to keep your goal specific. "Top Performing Business Unit" is too vague. If you find that your choice of metrics helps you define your goal statement, go back and revise your goal statement to include the metrics.
Agreed To
You need to have buy-in if this goal is to be attained. This buy-in may need to come from a supervisor, your company or a spouse. An awareness campaign or meeting may be needed to ensure that the business unit is all on board. Clearly articulating the goal and the metrics used to measure attainment will help communicate expectations clearly.
Be clear on cause behind the goal. If the cause or mission is clear, the goal will fit the cause neatly. This will help with buy-in around the goal if the cause already has buy-in.
Realistic
Is the goal something that is manageable in the time frame and with the current resources at your disposal? There is no point in creating a goal that requires resources that are unavailable or can not be made available. A brainstorming session may be necessary to find solutions to resource shortages. Empower staff to help find new alternatives if resources are at a premium.
Time Phased
Goals need to have a deadline. If you can not assign a deadline within your goal statement, you probably need to make your goal more specific. Our earlier example clearly stated the 2010 deadline. Assigning a finishing date allows you to go back and create benchmarks along the way to ensure that your goal's attainment is on schedule.
Next week, we will see- Achieving Professional SMART Goals
Using the SMART goal setting process to ensure success
Goal setting is part of many corporate training programs. The SMART goal setting technique ensures goals are: Specific, Measurable, Agreed to, Realistic and Time phased. These criteria help to set goals that can be achieved.
Specific A goal needs to be very specific. A vague goal that can't be measured is an invitation to procrastination as it is hard to know how to start working on the goal when it is not clearly defined. Start by drafting a goal statement. Ask yourself if this goal statement is so clear that anyone would understand what you are about to do. Test it by giving it to someone else to read and then ask them what they think you are trying to achieve. Does the goal statement answer the who, what, why, when and how about your goal?
Example of a vague goal statement: My goal is to earn a higher salary.
Example of a specific goal statement: My goal is to make a minimum of 50K (including bonuses) by 2010 by taking professional development courses on leadership, applying for leadership positions within my company and talking to my supervisor and HR representative so they are aware of my goal.
Measurable
Goals need to be measurable so that there are benchmarks of attainment. Determining the metric or metrics to be used can be tricky but try to keep it as simple and as obvious as possible. If it requires careful record-keeping, make sure you have the labor power to make it happen.
The specific goal statement above could be measured by creating increasing benchmarks of earnings annually until 2010.
Strategic goals for business units are often measured using earnings or profit. Be careful that the right number(s) is/are tracked and that there are parameters around the metric(s) or you may find that employees use unethical behaviors to achieve the benchmark. For example, customer volume could be a metric used to achieve the strategic goal of being the top performing business unit. This may then lead to staff over spending on incentives to attract new customers or stealing customers away from other sales reps and so on. A better metric might be to measure net profit on new customers. You may find that you need to use multiple metrics to keep your goal specific. "Top Performing Business Unit" is too vague. If you find that your choice of metrics helps you define your goal statement, go back and revise your goal statement to include the metrics.
Agreed To
You need to have buy-in if this goal is to be attained. This buy-in may need to come from a supervisor, your company or a spouse. An awareness campaign or meeting may be needed to ensure that the business unit is all on board. Clearly articulating the goal and the metrics used to measure attainment will help communicate expectations clearly.
Be clear on cause behind the goal. If the cause or mission is clear, the goal will fit the cause neatly. This will help with buy-in around the goal if the cause already has buy-in.
Realistic
Is the goal something that is manageable in the time frame and with the current resources at your disposal? There is no point in creating a goal that requires resources that are unavailable or can not be made available. A brainstorming session may be necessary to find solutions to resource shortages. Empower staff to help find new alternatives if resources are at a premium.
Time Phased
Goals need to have a deadline. If you can not assign a deadline within your goal statement, you probably need to make your goal more specific. Our earlier example clearly stated the 2010 deadline. Assigning a finishing date allows you to go back and create benchmarks along the way to ensure that your goal's attainment is on schedule.
Next week, we will see- Achieving Professional SMART Goals
