First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end. Aristotle
Many of us, when setting goals, have been exposed to the popular SMART acronym as a guide for our goal-setting. In the standard approach, goals are defined as “good” if they are Specific, Measurable, Attainable, Relevant and Time-Bound.
The more I work with leaders, or teams establishing strategic or tactical plans, the more I believe that while these elements of a goal are ok, they may not cover everything. For example, while a goal may be specific, it is not uncommon for it to still be difficult to understand. We can write a “specific” goal that still has too many elements, or is couched in a language that is hard for our team to grasp. Relevant is a wonderful characteristic as well, but is a broad concept to work with. The question may still linger, “relevant in what way?”
I fully recognize that suggesting a different acronym to follow is just this side of heresy, but I’m going to give it a go anyway. If SMART goals are working for you, then please keep using them. But perhaps you want to consider not just making your goals smart, but instead making them STRONG.
Simple: For a goal to be useful, it has to be understandable. By “simple” I don’t mean it has to be elementary, but it needs to be focused on a single activity and outcome and phrased in a way that is clear to those who see it. Goals that have multiple parts are hard to understand and are difficult to deliver since the employee is unsure of what part of the goal is most important. Goals that are loaded with jargon, or specialized language, are difficult to access. A simple goal for one person may be an overly complicated goal for another person so this is a relative term based on the individual and the task at hand.
Timely: For a goal to be useful it also has to be relevant to the situation at the moment. Each goal should have an importance that is immediate. If you truly want me to make this goal a priority, I have to see how it plays a role in our success right now. This doesn’t mean that all goals are short-term goals, but they need to have a connection to the current moment. If the goal is set for 24 months from now, I need to understand why it is identified as a goal today
Realistic: For a goal to have its desired effect on performance, it has to be seen by the recipient of the goal as somehow possible to achieve. Unrealistic goals create demoralized troops. This is a point of negotiation. If you see the goal as realistic and your follower does not, you need to take the time to explain your thinking in a way that they can see the same reality you do. This does not mean the goal has to be easy…just possible. Our goals should stretch us and push us to achieve more than we think possible at times. But if I don’t see any reality between the current situation and the one you want with the goal, I will likely not engage.
Objective: For goals to be strong, they must be viewed as unbiased and objectively measurable. One of the definitions of “objective” is “having a real existence.” If you want me to attempt to achieve a goal, it has to be termed in a way that it is real. “Making people happy” is not an objective goal. “Improving customer satisfaction” is if I can define what it looks like. If I can define what the goal looks like when achieved, then I have (or can have) a measure attached to the goal.
For some people, this specific element just sounds like another way of saying “measurable” in the standard SMART approach. While an objective goal IS measurable, and should have measures associated with it, I would argue that the focus here is on the concrete nature of the goal, not the measure itself. Telling me that a goal is to achieve a 5% increase in profitability doesn’t tell me anything about the action, it only tells me the expected outcome. The measure may technically BE a goal, but it doesn’t have any essence until that is turned into additional goals that get me there
Necessary: Useless goals are the bane of high-performance. For a follower to be motivated to achieve a goal he or she has to see the value of the goal being pursued. Goals need to be provided in a context of understanding so that employees understand not only the specifics of the goal, but also the goal’s importance in the bigger picture. The necessity of the goal can be a strong performance driver, especially for employees who are personally committed to the overall success of the department or organization.
Grand: Goals need to be aspirational. They need to represent performance that requires ingenuity and persistence. They need to be challenging. Remember that I suggested they are realistic, which means they are not SO grand that they are unattainable. But realistic does not mean that it’s a piece-of-cake…it just means that it is doable. Grand goals are goals that stretch us to grow in ways that mediocre goals do not. Grand goals can be exciting, if they are agreed upon by both the leader and the follower.
Whether SMART or STRONG or some combination of the two, goals that are imposed on people tend to be less successful than those that are established with people. A goal-setting session should be a dialogue…the actual establishment of the goal should be the outcome of the dialogue. “Gifting” your employees with their goals creates confusion about what you mean and what the priorities are. But a goal-setting session where each individual has the opportunity to share in the crafting of the objective can be inspirational in itself.