Setting SMART Goals

This week I highlight some basics on SMART, a technique to set our goals or key performance indicators in the right way.

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A dictionary would define a goal as the result toward which effort is directed. They are so important both in sciences as in life because they determine where do we want to go or the result we want to achieve. If we don’t state them in the right way, then our efforts may never take us there. 

SMART is mnemonic for a popular technique to help us define our goals in the right way. So we are talking here on how to define SMART goals. 

Specific – an objective that is specific has a greater chance to be achieved that a goal that is very generic. It is pretty different to say, “I want to run or I’d like to be a runner”, than to say “I want to run half an hour three times a week during a month because I want to be a runner”. The 6 W’s can become handy here: Who? What? When? Where? Which? Why? 

Measurable – you should include in your goal objective criteria to measure your progress. Otherwise it will be very easy to fool yourself about it. In our example we easily know that we achieved our goal if we ran half an hour three times a week for a month. We did it or we did not. We can’t hide anywhere. Think about how many, how much, or how often? 

Attainable – your goal should be realistic. This basically means that it should be challenging enough to get you motivated and do your extra mile, but at the same time within your range of action, even with effort. For example if you have been diligently running for a year or so and finishing well 10 KMs races, a half marathon or marathon can be a nice challenging goal to set. But if you haven’t ever run or haven’t run in some years, it would be too risky to attempt that at first. 

Relevant – we often have different interests and options. We must clarify our priorities and deliberately choose the goals that have the greatest relevance for our overall strategy or our strongest interest or wish. 

Timely – this one is all about when. It puts the emphasis on the reality of the time factor. It challenges us to bond our goals to a time. What can we do today? What can we do in 30, 60 or 90 days? What can we do this year? 

“If you don’t know where you are going, any road will take you there”. Lewis Carroll 

Best, 

    - Sergio Calvo

You Finished your Project, Now What?

Adjusting to a new Project after closing out the last one is a transition period that we should not take lightly. Managed properly this can be a very healthy transition period that can refresh you to be back at your top for your next assignment. What have you done between assignments in the past? Do you remember what worked and what did not work? 

You should be ready to manager yourself effectively and with peace of mind during this transitional period that can vary from just a couple of days to some weeks. 

Share the Experience – Once the last paperwork tasks are completed, take some time both personally and with your team to reflect on the lessons learned during the journey. What worked well? What did not work? What would you differently the next me? Register them in a format that can be accessed by other colleagues later. If the effort went well make sure you take time to celebrate: go out for dinner, send thank-you notes, do any victory rituals you like. A successful project does not happen by chance. It requires commitment, effort and skill from the team. So it is more than ok to celebrate it. Let your management know about it and take the time to recognize the team members for their contributions. If it is appropriate then provide recommendations for them or remind them to update their resumes with the information about the effort. 

Plan Ahead – Most efforts usually experience a point of no return when all the activities on the critical path are complete and what remains are secondary or administrative tasks. Sense of urgency from stakeholders may decrease, resources may start to be pulled away, etc. So as soon as this process starts, do a review to understand what is still open, how much time it will require and who will be covering it. Ensure that everyone is aligned on this later stage. At the same time this is a good time to let management know that you entered the close phase and start discussing with your management on next assignments for you and your team. 

Enjoy the cool-down – some of us tend to feel bad when we have some time to spare. We just perform better when we experience pressure and urgency on our work. If you did your job when things were difficult and demanding, it is ok if the balance switches towards the other side. This is a good time to tackle things that you could not do when the heat was on, like devoting additional time to training, maybe get ready for a certification, learn a new tool or skill, and why not, some vacation time with family. 

Move On. I mean it. – Every Project is different and we should adapt to its particular circumstances. We do not always have the chance to influence our next assignment. This is particularly challenging if you happen to move from a Prime Time effort in everyone’s radar to a less appealing or troubled assignment. It is useful to focus on committing to your work and find opportunities to add value. If you tackled successfully the last Project then you can work to make the current a success to. No excuses. So let it go for good and demonstrate that the reason for success is your contribution, and that this is a constant. 

Till next week, 

- Sergio Calvo.

Between actions and results

Insanity is doing the same thing over and over expecting different results. 

This adage popularly attributed to Einstein carries a hint that we should not overlook if we really have a firm purpose of change. As humans we are creatures of habit and feel comfortable following paradigms. Stop doing what we do and the way we do it to venture into unknown lands can be more challenging than we think. Especially if our ways have had some positive effect in the past, even moderate. 

First it is necessary to become aware of our habits and how we do things. We are so used to carry them out that they can be blind spots invisible to us. Perhaps we need outside help to identify them. And we need an open mind to listen to the sound feedback of those around us. It may be helpful to keep a diary of our chores and routines for a significant period of time. A month for example. 

Once you have a starting point of self-knowledge, we can review this log to analyze patterns, repetitive actions and even the gaps that may exist in our actions or our habits. Then with the same openness we can honestly evaluate the results we usually get through these ways of acting. 

In this way we can then prioritize that habit or custom that is reporting us a lower profit than expected, or that is giving us and undesired result, and we can begin to work on it. It is important to recognize that we also need some external tool to review other courses of action that would allow us to better achieve the result. Or as the saying goes, that allow us to reach a different result and more attractive. 

We must establish an action plan and a support team that encourages and commits us to tackle the new action repeatedly, at least for two or three months. Establishing control points that allow us to honestly assess our progress. It is important that this plan is also realistic and allows us to focus on one or a few things at once. Reinventing yourself, a team, or a company does not happen overnight. It is a deliberate effort of medium and long term. 

In this way we would be aimed to introduce real change in our habits or behavior patterns in the long run. We are headed to a significant change. 

May this new year provide plenty of chances to manage and change your habits so that you get the most constructive benefits for you and those around you. 

Warmly,

- Sergio Calvo.