10 Steps Approach to Creating your S.M.A.R.T Objectives

Setting effective objectives will guide you to reaching your goals. Poorly formulated objectives will steer your life in the wrong direction and potentially set you off course. This 10 step approach to creating S.M.A.R.T objectives will assist you to move forward with setting fundamental objectives in order for you to reach your goals and your greatest potential.

1. Sort out the difference between objectives and aims. Your goals and targets must be defined before you start. Aims and goals relate to your desired objectives and are your plan of action. Set as many objectives as you need to give your vision clarity and purpose.
2. Understand the model S.M.A.R.T and how it can positively impact your planning process. Know that it stands for Specific, Measurable, Achievable, Realistic and Timely.
3. Try to use the order M-A-R-S-T, some find it a better way to move through your goals.
4. Stay connected with your measuring device. Measure is the most important consideration and you must have clarity about how you are going to capture this data. You will know when you have achieved your objective, because there will be evidence. Be sure you are clear about how you will recognize and record your success.
5. Stay focused in your tunnel vision as well as on your birds eye view of what is achievable. Achievable is linked to measurable and they both are moving targets. What is achievable today you may find after research is not obtainable after all; be flexible to make adjustments to your plan if necessary. Usually, there’s no point in starting a job you know you can not finish it, right. Similarly, there is also no point if you can’t tell if and when you’ve completed it either.  Let us begin with knowing what is achievable. How can you decide if it’s achievable?
   
   • you know it’s measurable
   • others have done it successfully - before you or somewhere else
   • it’s theoretically possible - not just conceivable but do-able
   • you have the necessary resources, or at least a realistic chance of getting them
   • you have assessed the limitations and are prepared for them
   • you are aware of the barriers and believe that you can overcome them
     
   
   
6. Be clear about the difference between achievable and realistic. If it’s achievable, it may not be realistic. If it isn’t realistic, it’s not achievable. You need to know:
   
   • who’s going to do it?
   • do they have (or can they get) the skills to do a good job?
   • where will the money coming from?
   • who carries the burden and responsibility?
   
   
   
   Realistic is about the human resources, time, money, & opportunity. 
   
   
   
   
   
7. Put first thing first and know what comes first. The main reason it is achievable but not realistic is that it may not consistently be a high priority for you to take one step at a time. Often something else needs to be done first, before you can succeed. If so, recognize what is needed first and then set up two (or more) objectives in priority order. For example, a business license before starting your business. A degree before you apply for a job as an accountant.
   
8. Maintain a clearly defined road map. The challenge is in the specific detail. You will know your objective is precise enough if:
• everyone who’s involved knows that it includes them in detail
  
• it is clear, precise and understood by all involved
  
• jargon or industry terms that are defined and specific
  
• you defined on your terms
9. Be diligent with your time. Your time is valuable so practice setting deadlines. You must include a time limit or your objective can not be measurable. But your deadlines must be realistic, or the task won't be achieved in a reasonable time frame. T (time) must be M (measured) and your objectives must be R (realistic) and S (specific) without these your objective probably will not be high priority. You want narrowly focused statement to direct your movement. Timeless vague objectives, each will cause you loss of valuable time.
10. Persevere! It is a challenge, but you will be greatly rewarded as the fruit from your labor blossoms.

If you don't know where you are going, you will probably end up somewhere else.  ~Lawrence J. Peter

 

S.M.A.R.T Planning for your Personal Goals

Nothing happens until we plan. Good plans have goals and objectives. Setting goals and objectives correctly provides the necessary support and aids in there achievement. Before we dive into how to go about setting SMART objectives, it’s important to understand that there is a world of difference between goals and objectives.

• Goals relate to our aspirations, purpose and vision. For example, I have a goal of becoming financially independent.
• Objectives are the battle plan, the stepping stones on the path towards the achievement of my goal.

A goal may have one or many objectives that would need to fulfilled to achieve the goal. For example, to become financially independent I would need to 1) get out of debt, 2) improve my saving and 3) start a business.
The most well known method for setting objectives is the S.M.A.R.T. way.  S.M.A.R.T refers to the acronym that describes the key characteristics of meaningful objectives.

Specific - concrete, detailed, well defined

Measureable - numbers, quantity, comparison
Achievable -feasible, actionable
Realistic - considering resources
Time-Bound - a defined time line

SMART objective are the stepping stones towards the achievement of your goals. Lets look at these characteristics of this model in more detail.

Specific

Specific means that the objective is concrete, detailed, focused and well defined. That is the objective is straightforward, emphasizes action and is the required outcome. Objectives need to communicate what you would like to happen. To help set specific objectives it helps to ask the following questions:

• WHAT am I going to do? This are best written using strong, action verbs such as conduct, develop, build, plan, execute, etc. This helps your objective to be action-orientated and focuses on what’s most important.
• WHY is this important for me?
• WHO is going to do what? Who else need to be involved?
• WHEN do I want this to be completed?
• HOW am I going to do this?

The successful man is the average man, focused. ~Unknown

Diagnostic Questions

• What exactly are we going to do, with or for whom?
• What strategies will be used?
• Is the objective well understood?
• Is the objective described with action verbs?
• Is it clear who is involved?
• Is it clear where this will happen?
• Is it clear what needs to happen?
• Is the outcome clear?
• Will this objective lead to the desired results?

Achievable

Objectives must be achievable, if the objective is too far in the future, you’ll find it difficult to keep motivated and to strive towards achieving it. Objectives, unlike your dreams and visions, need to be achievable to keep you interested and motivated. Although they should be obtainable, objectives still need to present a challenge for you. Just be careful that they do not carry a heavy burden that you become frustrated and lose motivation.

Diagnostic Questions

• Can we get it done in the proposed timeframe?
• Do I understand the limitations and constraints?
• Can we do this with the resources we have?
• Has anyone else done this successfully?
• Is this possible?

Realistic

Objectives that are achievable, may not be realistic….. however, realistic does not mean easy. Realistic means that you have the resources to get it done. The achievement of an objective requires resources, such as, skills, money, equipment, etc. to support the tasks required to achieve the objective. Most objectives are achievable but, may require a change in your priorities to make them happen.

Diagnostic Questions

• Do you have the resources available to achieve this objective?
• Do I need to revisit priorities in my life to make this happen?
• Is it possible to achieve this objective?

Measurable

If the objective is measurable, it means that the measurement source is identified and we are able to track the results of our actions, as we progress towards achieving the objective. Measurement is the standard used for comparison. For example, what financial independence means to me, may be totally different to what is means for you. As is so often quoted, if you can’t measure it, you can’t manage it! Importantly, measurement help us to know when we have achieved our objective. Or it will identify problem areas and prompt you to re-evaluate your course.

Diagnostic Questions

• How will I know that the change has occurred?
• Can these measurements be obtained?

Time-Bound

Time-bound is setting deadlines for the achievement of the objective. Deadlines create the all important sense of urgency. If you don’t set a deadline, you will reduce the motivation and sense of urgency required to execute the tasks. Deadlines create the necessary state of immediate attention and action.

Diagnostic Questions

• When will this objective be accomplished?
• Is there a stated deadline?

There’s a difference between interest and commitment. When you’re interested in doing something, you do it only when circumstance permit. When you’re committed to something, you accept no excuses, only results. ~ Unknown

Personal Leadership

This article was written by George Ambler almost four years ago. The information is worth repeating.

We talk a great deal about our image and our personal identity. I would like to take a next step forward and suggest to you that you consider your Personal Leadership Brand. Before we can go deep into that, I would like to offer you this article to lay the foundation of leadership.

As leaders it’s important to gain an understanding of the context in which we practice leadership. To assist in understanding context the levels of leadership model, illustrated below, is helpful.

In our every days lives we practice leadership at various levels, each requiring a different set of competencies, styles and approach. The various levels of leadership context we practice are:

• Personal Leadership – Greg Thomas describes personal leadership as “the desire of an individual to take charge of his or her own life. Personal leaders realize that leadership is not a position or title, but an outlook on life and their role in the world…..If personal leadership had a motto it would be this, ‘Before I seek to change or motivate others I must first learn to change and motivate myself. I must first become the change I wish to see in others.’” Personal leadership involves living in balance, living according to your personal values, accepting responsibility for their lives, living with a deep sense of purpose and striving towards a personal vision. Personal leadership is the foundation of all other leadership contexts, the bottom line is, if you’re unable to lead yourself effectively, you’ll be unable to lead others effectively.
• Team Leadership – A team leadership practice, builds upon personal leadership competencies, to create a motivated and inspired team co-operating towards a shared vision of success. This requires leaders to manage team dynamics, manage team processes and personalities, in a manner that enables each team member, to contribute according to their unique abilities. Good team leaders develop team’s consisting of individuals, where each individual’s strengths compensates for another’s weakness, creating an aligned high performance team.
• Business Unit Leadership – Building upon the team leadership practice, Business Unit Leadership creates alignment across teams, ensuring the successful execution of organizational strategy. The practice of leadership, in the business unit context, is primarily about creating alignment, improving processes, staying focused, communication and developing relationships. I believe that good quality business unit leadership is essential to ensure the successful execution of organisational strategy.
• Organizational Leadership – The practice of organisational leadership involves developing strategic direction, leading change and managing cultural transformation. Organizational leadership is crucial to maintain the fit between the external, fast changing, marketplace and the internal organisational processes to build organizational resilience.

Creating Your Personal Leadership Brand - Dress Code

Here is a great article that I saw today, I want to share about your taking responsibility for your personal leadership. How you present yourself is a key component in defining your personal brand, even on Casual Fridays.

4 Steps to Creating a Powerful Image

Submitted by Lori Grant on May 15, 2009 – 7:32 amNo Comment

Don’t pull a Meredith on casual Friday at office. Clothes matter, even on Fridays. Business image is vital to personal branding. Selling Power’s article “From Model to Mogul, How Three Supermodels Turned Great Looks into Big Business” by Kim Wright Wiley, perfectly summarizes image in personal branding. Linda Thomas, who presents seminars on such topics as “Creating a Powerful Appearance,” “Color Me Promoted,” and “What to Do When the Spotlight Is on You,” says she’s usually “brought in when companies have a promising individual they want to promote who doesn’t know how to dress.”
“Managers recognize when salespeople are diluting their own effectiveness through their appearance, but they don’t want to play the role of fashion police. So they call me.” Thomas says an image of “dynamic and powerful” goes further than “handsome or pretty.” Why? “Pretty attracts people but it doesn’t affect their behavior as much as when you seem dynamic. Then the client perceives you as someone who has goals, who has a plan, and they want to go with you.”

Four Steps to Creating a Powerful Image

Below are Thomas’ four steps to a powerful image with my commentary:

1. Wear clothes that fit: according to Thomas, “men tend to wear clothes that are too large. Women, in contrast, are more likely to wear clothes that are too tight, leading to unintentional (and unprofessional) displays of skin.” From my personal experience, I used to buy suits that were one size too big. What was I thinking? Today, I make sure I have them altered for the perfect fit. The devil’s in the details. Even your sleeve length on your suit is a tell, so make sure your sleeve length is the appropriate length.
2. Be conscious of color: “Light colors in general are relaxing and good choices when you want to reassure people. The darker the color, the more authority it exerts; a navy suit practically commands ‘Follow me.’” Personally, I wear red sparingly, since it’s a powerful color. I don’t want to accidentally scare people. If scaring people is not an issue, but need a bold statement, then I’ll wear read.  I wear black when I want to be more guarded in my situation. I wear black all the time. What does this mean? Nothing, it’s one of my favorite colors. But I do use it strategically, when I have to. Yellow? I can’t find a function for yellow. I don’t understand this color. It’s like brown for me, which is not one of my colors.
3. Beware of Casual Friday: “Business casual has turned into business sloppy,” says Thomas, “with people wearing clothes that are so unimpressive that they’re actually losing power in the work place. You don’t have to wear a suit, but your clothes should still be well-fitting, clean, and professionally appropriate.” I used to mimic what my boss and colleagues wore on casual days; it made me feel like part of a team.
4. Create a Signature Style: “Be a walking illustration of your brand. Women have many accessory choices, from scarves to purses to jewelry. Men can make a similar statement with yellow ties, suspenders, Italian loafers, oversized spectacles, or cuff links. But not all at once – if your clothing has too many interesting elements, it can look like a costume. Choose one signature element and stay with it.” My signature style? Black. Yes, I wear it when I want to be at a distance, but I also wear it because it’s one of my signature colors.

Lions Don’t Need to Roar

Supplement this reading with Lions Don’t Need to Roar: Using the Leadership Power of Personal Presence to Stand Out, Fit in and Move Aheadby D. A. Benton. She offers additional advice on how to create and maintain a favorable impression, starting with appearance, eye contact, posture and other body language designed to develop professional presence. My lessons learned about business image? Over the years, I’ve learned how to use colors for the right situations or meetings. If you combine your image with self-confidence, then I think you have the making of a dynamic and powerful image. Or you could let it all hang out like Meredith in The Office.