A SMART process for setting S.M.A.R.T. goals

Many people feel as if they’re adrift in the world. They work hard, but they don’t seem to get anywhere worthwhile.

A key reason that they feel this way is that they haven’t spent enough time thinking about what they want from life, and haven’t set themselves formal goals. After all, would you set out on a major journey with no real idea of your destination? Probably not!

Goal setting is a powerful process for thinking about your ideal future, and for motivating yourself to turn your vision of this future into reality.

The process of setting goals helps you choose where you want to go in life. By knowing precisely what you want to achieve, you know where you have to concentrate your efforts. You’ll also quickly spot the distractions that can, so easily, lead you astray.

SMART Goals

• Specific
• Measured
• Achievable
• Relevant
• Timed

1. Specific 

Goals must be specific, not vague. “Improve customer service” sounds good but is not specific enough to be a goal. “Improve customer service by reducing phone waiting time to 5 seconds” is much more specific. It gives you something to measure and aim for. Often general goals are further broken down into more specific ones as you cascade down the organisation. Goals should be clear, short and positive.
 

2. Measured

Having a form of measurement in a goal makes it more specific and progress can be judged. Measures might include dollars, time, number of incidences of an event, speed of response etc. Measurement means that progress towards the goal is also trackable.

Add target dates to all work goals.

Goals must be recorded in writing. This means they can be checked at the time of development for accuracy. They can be referred to by many people. They can also be referred back to in the future.

3. Achievable 

Goals must be achievable given the resources and the time frame that will be given to them. However a goal should not be too easily achievable but should be a tough goal. By “tough” we mean goals must be challenging or a “stretch”. Goals that are not demanding don’t lead to improvements in performance and are certainly not inspiring.

On the other hand goals should be realistic; if they are set too high they are not achievable and can be demotivating. Sometimes setting the level of a goal’s demands can be a difficult call for a manager to make.

People must be able to take up the challenge of a goal and commit to the goal.

4. Relevant 

A goal must be relevant to the overall aims of the organisation or the team. Work goals must also add value to the organisation. They should improve what is delivered by the organisation.

5. Timed

Goals must have a predetermined completion time against which progress can be checked. For longer termed goals milestones or set points on the way should also be identified by date.

Write Your Goal

Now really think about your goal. Finish the following sentence, write it down and put it somewhere you can see it.

I will [your goal here] by [how you will do the goal]. I will know I am making progress because [how you will measure the goal] [time goes here].

For example:

I will lose 20 pounds by increasing my exercise to 4 times a week and cutting back on sugar and portion size. I will know I am making progress because I will lose 2 pounds a week for ten weeks.

Evaluate your goal – is it Specific, Measurable, Attainable, Realistic, and Time-Based?

Good. Now go do it!