SMART Planning
Specific – Goals should be precise and they should emphasize what you want to happen. Specifics help us to focus our efforts and clearly define what we are going to do. To be specific, a goal should specifically address the What, Why, How and Who of the goal:
WHAT are you going to do? Start with action words such as supervise, control, fix, manage, direct, create, prepare, generate, etc.
WHY is this important to do at this time? What’ your motivation? What do you want to ultimately accomplish?
HOW are you going to do it?
WHO can help you?
Measurable – If you can’t measure it, you can’t manage it. In the broadest sense, the whole goal statement is a measure for the project. Establish concrete criteria for measuring progress toward the attainment of each goal you set. This means you will have short, mid-range and long-term time priorities that could be broken down to daily, weekly, monthly, quarterly or annual objectives. To determine if your goal is measurable, ask questions such as: How much? How many? How will I know when it is accomplished? When you measure your progress, you stay on track, reach your target dates, and benefit from the motivation created from achievement that will spur you on until you reach your ultimate goals.
Attainable – This is not a synonym for “easy.” Attainable” means “do-able.” It means that the learning curve is not a vertical slope; that the skills needed to do the work are available; that the project fits with your overall strategy and goals. You can attain most any goal you set when you plan your steps wisely and establish a time frame that allows you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them. When you list your goals you build your self-image. You see yourself as worthy of these goals, and develop the traits and personality that allow you to possess them.
Relevant and Realistic a relevant goal should help you on your mission or your “bigger” objectives Make sure each goal is consistent with other goals you have established and fits with your immediate and long-range plans. To be realistic, a goal must represent an objective toward which you are both willing and able to work. A goal can be both high and realistic; you are the only one who can decide just how high your goal should be. But be sure that every goal represents substantial progress. A high goal is frequently easier to reach than a low one because a low goal can drain motivation.
Timed- If you don’t set a time, the commitment is too vague. It tends not to happen because you feel you can start at any time. Without a time limit, there’s no urgency to start taking action now. Timelines make goals track-able and track-able goals allow you to monitor your progress. Just remember, timelines must be measurable, attainable and realistic.
Implementation
Situation What are the conditions around your goals? What are you dealing with as far as resources, circumstances and/or conditions that must be taken into account as you take action?
Obstacles The best way to get moving and stay productive and effective is to become pro-active instead of reactive. Consider any hurdles or problems that may come up or that are already known and develop contingency plans to mange them. (Use your new knowledge of effective problem solving)
Actions: You’ve planned your work, now work your plan. The unambiguous ‘who, what, when, where, how, and how much’ definitions of specific tasks. Physical activity starts the process moving; and be sure to complete each small step you’re taking. Adapt when change is indicated. Don’t revise the goal yet; change only the means to achieving the goal — the tactics. Determine what works and what doesn’t. Implement the revised plan (starts the cycle again).
Results Understand what you are accomplishing on your way to your ultimate goals. Use short term results to help you achieve your ultimate objectives. Identify the skills you are using to accomplish each milestone and watch you competencies strengthen.
Jeannette Kraar, president of Performance Management International is a highly-acclaimed trainer, speaker, author and consultant who has been providing breakthrough development services to professionals and corporate human capital for over 25 years. Hundreds of PMI clients have succeeded even in the most turbulent times.
Jeannette is the author of BREAKTHROUGH, The Hate My Job, Need A Life, Can’t Get No Satisfaction SOLUTION. Learn more about the book and read an excerpt at
Email Jeannette at
or visit her on-line at
