Goal setting and the subsequent resource allocation decisions taken to address the goals are an integral part of every management job, no matter where on the organisational totem that job stands.
Setting goals appropriate to the level at which they are being implemented is a function of being appropriate for the level, as well as ensuring they are consistent and aligned with the overall goals of the organisation.
The greater the degree of alignment, in conjunction with the greater the degree of relevance of the goals to those at every level to which they are being applied, the more effective they will be.
‘If it cannot be measured, it does not matter’. I subscribe to this idea, first articulated by Peter Drucker, with the simple caveat that it is not always right. As Einstein said, ‘not everything that matters can be measured‘. For example, How do you measure the value of good parenting? We all know it is good for the individuals, and the community, but what are the objective measures of good parenting?
It is also important to make the distinction between goals and KPI’s, which are simply the signposts along the way towards goals by which you measure progress. Confusion of the meaning of these two terms is common, and destructive.
The acronym SMART was used a lot in the past to set the goals of an enterprise, function, teams, and even individuals. It seems, unfortunately, to have gone out of fashion. Perhaps because managing objectives in such a way increases accountability, which might just be a good idea!
Specific. Be very specific about what the objective is, no fluffy words, no ‘get out of gaol’ card. What is it exactly that you want to achieve?
Measurable. What are the measures to be employed that will chart progress towards the goal, and most importantly, tell you when you have achieved it
Achievable. Do you have the capabilities required and the cultural and performance frameworks that will enable the achievement. Is everyone on board? It is hard for employees to strive to achieve an objective they do not believe in, or think is unachievable.
Relevant. The goal is consistent with the overall strategy, and contributes to the delivery of that strategy.
Time-bound. Deadlines drive performance, and highlight activity priorities. The overall goal end point needs to be agreed, as do the key points on the journey
The poster boy for a SMART goal was JFK’s 1961 goal of landing a man on the moon and returning him safely by the end of the decade.
Header photo by NASA. Astonishing to think it was 50 years ago, I remember it like it was yesterday.
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