A New Twist on SMART Goals

Business man pointing to transparent board with text: Goals forThis is the season when many companies begin to prioritize strategies for the coming year. Those strategic plans usually involve setting goals for departments as well as individuals. But how much time do you really spend defining clear, measurable goals? Most leaders agree with the importance of setting goals, but many don’t take the time to work with their people to clearly develop goals and write them down. As a result, people tend to get caught in what I call an “activity trap” where they are busy working on projects—but not necessarily the most important projects.

We’ve all heard the term SMART goals. Let’s take a closer look at each of the elements in the SMART acronym, which we define as:

S = specific

M = motivating

A = attainable

R = relevant

T = trackable

Here’s the twist: I’m going to ask you to think of this familiar acronym in a new way—as STRAM. Why STRAM? Because the most effective way to write a goal statement is to start with the Specific and Trackable elements first.

  • The leader should describe the Specific goal and when or how often it needs to be accomplished.
  • Now the leader needs to make sure the goal is Trackable.  How will progress or performance be tracked or measured?

To give you an example, take a look at these two similar goal statements.

  1. Produce monthly financial reports.
  2. Submit accurate and timely financial reports on a bimonthly basis for the next 12 months as measured by end user feedback.

Which of these is the SMART goal? The second one. Why? The first is a goal statement, but it isn’t specific or trackable. The second goal statement provides precise outcomes for accurate and timely financials on a bimonthly basis. And the results will be measured by end user reports. So the second goal is specific and trackable.

Once the S and T are in place, the leader and team member can review the other three elements—Relevant, Attainable and Motivating—to check if the goal is truly SMART.

  • The leader has the responsibility for making the goal Relevant by ensuring the goal is important and that accomplishing the goal will make a difference to the organization.
  • The leader and team member work together to make sure the goal is Attainable. It must be realistic and achievable. When a goal is too difficult to accomplish, people may give up—but when it is too easy, people tend to procrastinate.
  • Ultimately, each team member determines for themselves if the goal is Motivating by considering if it is exciting and meaningful. Will it drain energy from their work experience or add enjoyment? Will the goal help build competence, relationships, or autonomy?

If you take some time up front to write SMART goals, your team will be able to focus on the most important projects that will support not only organizational goals but also each team member’s personal needs. This will create an energized and motivating work environment that supports both great results and human satisfaction—a winning combination for success.

Bringing Out the Magnificence in Your People

john-calipariLast week I had the chance to spend time with my old friend John Calipari, coach of the University of Kentucky basketball team. I met “Coach Cal” more than 35 years ago at the University of Massachusetts when he was on the coaching staff and I was a faculty member. Through the years, our careers have both been focused on leadership skills—mine emphasizing the development of business leaders and Cal’s concentrating on leading young athletes.

I believe that people want to grow and develop, and that the job of a great leader is to bring out the magnificence in people. I can’t think of a better example of this than Cal.

As I watched Cal working with his team, I asked him about his vision for them. He said, “We’re in the life skills business. We just happen to play basketball.” What a wonderful perspective. As a true servant leader, he wants to prepare these kids for life and help them accomplish their dreams. He realizes that leadership isn’t about him; it’s about the team he serves. In his book Players First: Coaching from the Inside Out, he challenges players to be the best they can be and to help bring out the best in their teammates.

Calipari has led his team to the elusive Final Four tournament three times in the past four years. They won it all in 2012. When asked about that NCAA Championship, he replied, “It isn’t about me. It’s about these 13 players.” He truly trusts that each player has a special skill, talent, or strength and that his job is to help each individual develop to his highest level.

Although Coach Cal starts out with a new team every season and works within a specific time frame, he uses the same skills to build team after successful team. Business leaders can learn a lot from Calipari’s leadership style. All leaders should spend time with their direct reports to understand their individual strengths, help each of them realize their brilliance, and bring out their magnificence. It’s an investment that serves the individual, the leader, and the organization.

What Great Leaders Know and Do: It’s All About the Values

Business teamI’ve enjoyed telling you about the elements of the SERVE model from the first book I wrote with Mark Miller, The Secret: What Great Leaders Know and Do. Before I explain the final element, let’s review the first four, which I’ve shared over the past several weeks.

The S in the SERVE model stands for See the Future and points out the importance of having a compelling vision for the future. The first E in the model stands for Engage and Develop Others and focuses on hiring the right people for the right roles and investing in their development. The R stands for Reinvent Continuously and refers to personal reinvention, system and process reinvention, and structural reinvention. And the V in the SERVE model stands for Value Results and Relationships. For many years, leaders thought they had to choose between people and results, but in fact both elements are critical for long-term success.

The final E in the SERVE model stands for Embody the Values. Effective leadership is built on trust. Although there are many ways to build trust, I believe the easiest way is to live consistently by your values. Leaders must establish, articulate, and enforce the core values of their organization. More important, they must model the behaviors that support the values. For example, let’s say being customer focused is your number one value. If you make decisions and take actions that negatively impact the customer experience, you are not embodying that value. This gives people a reason not to trust you, which negatively impacts your effectiveness as a leader. If your decisions and actions always place the customer experience first, you’ll not only honor the values but also build trust with your team.

Remember to walk your talk to build and maintain the trust of your people. When you embody the values, you help shape the organization’s culture. When you don’t, you can damage your own leadership—and the organization.

Are you ready to start working on ways to Embody the Values? Ask yourself these questions:

  • How can I integrate our core organizational values into the way my team operates?
  • What are some ways I can communicate our values to my team over the next thirty days?
  • How can I create greater personal alignment with our values on a daily basis?
  •  How can I recognize and reward people who actively embody the values?

Establishing a leadership culture in an organization takes time and involves continuous, focused work. It starts by establishing an agreed upon leadership point of view. The elements of the SERVE model are a great place for that conversation to begin. Teach the common point of view to all current and emerging leaders. Practice it. Measure it. And model it. And remember—a servant leadership culture begins with you. Good luck on your journey, and let me hear about your progress!

 

What Great Leaders Know and Do: Results through People

I’m excited to sharePortrait Of Joyful Business Team the fourth element of the SERVE model from the first book I wrote with Mark Miller, The Secret: What Great Leaders Know and Do. But I can’t start without a quick review of the first three elements.

The S in the SERVE model stands for See the Future and points out the importance of having a compelling vision for the future. The first E in the model stands for Engage and Develop Others and focuses on hiring the right people for the right roles and investing in their development. The R stands for Reinvent Continuously and refers to personal reinvention, systems and processes reinvention, and structural reinvention.

The V in the SERVE model stands for Value Results and Relationships. For many years, leaders thought they had to choose between people and results, but in fact both elements are critical for long-term success. It’s not an either/or proposition—it’s a both/and approach. Leaders who focus only on results will lose their people—but leaders also can’t run a company as if it were a social club. People have to be held accountable for achieving goals. Successful leaders are able to create an environment where morale is high and people work diligently to achieve results. Leaders must set high expectations while maintaining respectful relationships that will inspire optimal performance.

Think about a time when you had a great leader. I’ll bet that leader challenged you to perform at a high level, but also provided support to help you reach your goals. Leaders who set clear goals with their people, listen to their needs, provide authentic feedback and coaching, and celebrate successes along the way will reap the benefits of working with a consistently high performing team.

The typical ups and downs of our economy require leaders to stay aware of business results, but smart leaders realize those results are achieved by people. I’ve always said that if you take care of your customers and create a motivating work environment for your people, profits and financial strength are the applause you’ll get for a job well done.

As you can see, great leaders must balance both critical elements—results and relationships. Measure your ability to do this by asking yourself these questions:

  • How much emphasis do I place on getting results?
  • How many of my people would say I make a significant investment in helping them succeed?
  • How have I expressed appreciation for a job well done in the past thirty days?

Answer honestly, and remember: mastering the art of leadership is a journey. There will always be room for improvement, so enjoy the trip.

What Great Leaders Know and Do: The Importance of Reinventing Continuously

My last couple of blogs were lifelong learning online adult education and knowledge building,dedicated to the first two elements of the SERVE model from The Secret: What Great Leaders Know and Do, the first book Mark Miller and I coauthored, which was just released as a 10th Anniversary Edition.

For a quick review, the S in the model stands for See the Future and points out the importance of having a compelling vision for the future. The first E in the SERVE model stands for Engage and Develop Others. As a leader, you must be able to put the right people in the right roles, and you must invest in their development.

Now I want to tell you about the R in the SERVE model, which stands for Reinvent Continuously. This is a very big concept so I’ve broken it down into three components: Personal reinvention, systems and processes reinvention, and structural reinvention.

First, if you want to be a great leader, you must reinvent continuously on a personal level. Simply knowing how to do your job today doesn’t secure your success tomorrow. Read, watch videos, listen to audio books or podcasts, talk to colleagues, work with a mentor, or join associations or special interest groups. It’s important to keep up with this ever-changing world so that you can be innovative and bring new ideas that will respond to future challenges. In fact, Mark and I believe if you stop learning, you stop leading.

The second component applies to reinventing systems and processes. It’s critical to keep looking for ways to improve how your business is conducted. A key point to always remember, whether you are looking for ways to cut costs, reduce errors, increase speed to market, or simplify processes, is to talk to your people. Because they are in the trenches with your products, services, and customers, they often generate ideas executive leaders wouldn’t come up with. Getting input from people at all levels in your workplace also increases buy-in.

The third part is all about structural reinvention. Sometimes the way an organization is structured just doesn’t make sense for future growth. The best leaders recognize this and are willing to be flexible when it comes to restructuring teams, departments, and sometimes entire functions.

Continuous reinvention is a long-term quest. To get started on your reinvention journey, ask yourself these questions:

  • Who are my mentors?
  • What am I learning?
  • What systems or processes need to be changed to improve how we do business?
  • Do any teams, departments, or functions need restructuring to enhance future performance?

I’d love to hear from you. In what ways have you reinvented yourself, your workplace systems and processes, or your organization?