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1/12/2008 11:28:00 AM
A key activity of management is to assign elements of work to employees. The objective, of course, is to "get the work done."
Use of S-M-A-R-T goals by managers can sharply improve both the chance of getting the work done and the completeness with which it is accomplished.
S = Specific: The more specific the manager can be in making the assignment, the better. Clarity of what is to be accomplished is key. The manager wants the employee to leave the discussion knowing exactly what the manager wants done.
M = Measurable: It is best if the output of the assignment can be measured, such as "produce 50 widgets" or "sell $1,000 worth." In the absence of measurability, the output should be clearly observable, such that honest people can agree on whether the work was accomplished or not.
A = Attainable/Achievable: Challenging "yes," impossible "no." It is critical that the employee view the assignment as "doable." If they don't, the manager will not get their best effort.
R = Results oriented: The assignment should focus on producing a desired result, not on simply executing a task or engaging in an activity. In business, results are what counts. Activities or tasks that produce results are the only ones that the manager should be interested in executing. Also, high performance employees are interested in producing results, not in engaging in activities.
T = Timing: None of the above works without a deadline. When does the manager want the work done? Without a deadline, the manager could ask the employee how the task is coming and the employee could answer simply, "I'm working on it." If a project is large, the manager should break it into components and assign milestones.
It is relatively easy for managers to assign S-M-A-R-T goals. All they need to do is decide to start. If they do, they will get more accomplished, in less time and employees will derive a greater sense of accomplishment from their work.
Mike Hulser
Source: The Biz MD
Use of S-M-A-R-T goals by managers can sharply improve both the chance of getting the work done and the completeness with which it is accomplished.
S = Specific: The more specific the manager can be in making the assignment, the better. Clarity of what is to be accomplished is key. The manager wants the employee to leave the discussion knowing exactly what the manager wants done.
M = Measurable: It is best if the output of the assignment can be measured, such as "produce 50 widgets" or "sell $1,000 worth." In the absence of measurability, the output should be clearly observable, such that honest people can agree on whether the work was accomplished or not.
A = Attainable/Achievable: Challenging "yes," impossible "no." It is critical that the employee view the assignment as "doable." If they don't, the manager will not get their best effort.
R = Results oriented: The assignment should focus on producing a desired result, not on simply executing a task or engaging in an activity. In business, results are what counts. Activities or tasks that produce results are the only ones that the manager should be interested in executing. Also, high performance employees are interested in producing results, not in engaging in activities.
T = Timing: None of the above works without a deadline. When does the manager want the work done? Without a deadline, the manager could ask the employee how the task is coming and the employee could answer simply, "I'm working on it." If a project is large, the manager should break it into components and assign milestones.
It is relatively easy for managers to assign S-M-A-R-T goals. All they need to do is decide to start. If they do, they will get more accomplished, in less time and employees will derive a greater sense of accomplishment from their work.
Mike Hulser
Source: The Biz MD
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