Working SMART-er, not harder: goals, objectives and accountability
Setting the right goals and objectives is a fundamental part of any project. This is true for projects of any size, from writing and sending a birthday card to constructing a tower block.
Stephen Covey, author of the popular self-help book, The Seven Habits of Highly Effective People, advocates starting at the end and working backwards when setting a goal[1].
In other words, think about what you want to achieve first of all, then decide what steps you need to take to get there and how you can complete each one in turn.
Goals for the whole project inform everyone involved and keep people motivated to complete each stage. Then, there are the objectives for each individual project team member that run alongside the main goals that feed into the overall plan. These are equally as important, as they shape the contribution and progress of team members and keep them on track.
SMART-er working
If you have been working on projects for a while, or coaching those who do, it is highly likely that you will have come across the ‘SMART’ acronym. Developed by planning consultant George T. Doran in 1981[2], the five-stage model for planning objectives addresses the problem of overly vague or amorphous goals and objectives that were impossible to quantify, take accountability for or judge whether or not they have been successful. The SMART model works as follows:
- Specific – By making an objective specific and including plenty of details and information, this helps everyone understand exactly what is required, who needs to do it and what resources they need. This reduces the scope for misunderstandings, omissions and errors creeping into proceedings. You can also create different specific goals for different parts of the project – there’s no such thing as getting too specific with this!
- Measurable – A measurable objective or goal is one that can be quantified and analysed. Knowing what KPIs (key performance indicators) or other criteria you are working to will identify how you judge success. For example, do you want to increase sales? By including a fixed number (e.g. 20%), you can track progress more effectively and see how near you are getting to achieving your goal. Of course, should the number turn out to be too low or too high, you can adjust it as the project progresses. The key thing is to always have some kind of fixed measure in place.
- Achievable – Once you know how you are going to measure whether or not you have achieved your goal, the next requirement is to make sure the goal is achievable. Ambition is laudable – in the right circumstances. Set an unrealistic objective or goal, and you will demotivate those expected to reach it. Think about your project team’s capabilities, resources and constraints of the project team. One way to help make objectives more achievable is to break them down into smaller sections and work toward each one in turn, rather than hurtle immediately toward the end goal.
- Relevant – Successful goals tend to be closely aligned with the project’s objectives, stakeholders’ expectations, and organisational priorities. In other words, relevant! An irrelevant objective or goal can harm the project, as it distracts people from more helpful work. Try to avoid the temptation of only setting goals that align with what you or your team members want to do (or avoid doing), rather than what actually needs to be done in order to succeed.
- Timely – Most people respond well to knowing when they need to complete something by. From the weekly timetables of our school days to booking flights for a well-deserved holiday, understanding where we need to be, at what time – and what we need to have completed by that time – can offer huge reassurance and satisfaction when we get it right. Timely goals also help create a sense of urgency and prevent tasks from drifting and causing delays further down the line.
Head, heart or gut?
The neuroscience behind the concept of mBraining fits very well with SMART objective setting[3]. Both approaches break down the task into manageable sections to ensure that all key areas are covered. mBraining focuses on the idea that we have three distinct ‘brains’ inside us that combine to direct our actions and responses to things[4]. These include the head brain (reasoning, logic, cognition, pattern recognition, language processing etc.); heart brain (emotional processing, defining priorities and values, connecting with others etc.) and gut brain (core identity, self-preservation, courage, setting boundaries and a desire to act).
When it comes to setting objectives, considering all three ‘brains’ alongside the SMART acronym will help you devise more rounded, considered goals. This will be for the benefit of everyone involved. You will feel more in control of things and your team members will know exactly what’s expected of them – and why you have come to the decisions you have.
Head-driven goals will, by their very nature, be logical and analytical – excellent tools for creating specific, measurable objectives. They will involve data evaluation, risk assessment and strategic planning. Use your head brain to choose strong, unambiguous language that everyone will understand and be motivated by.
Combine this with your heart brain to create goals that align with your values and make you and your team feel passionate about their success. Generate enthusiasm and commitment by listening to your team members and adding their inspirations, ambitions and ideas to the mix. While you should never let emotion overrule common sense, setting goals that come from the heart will inspire others to follow you and establish a real connection with the rest of the group.
Finally, the courage and desire to act and succeed that come from your gut brain can ensure that your goals remain achievable, timely and relevant. Having these important aspects fixed and decided will help protect the project and maintain the boundaries you and the rest of the team put in place to help avoid delays, distractions and silly mistakes. Your gut will lead you to trust in your intuition and rely on previous experience and wisdom to shape your goals even better this time round.
Accountability: it starts with you
Good leaders know how to take accountability for their actions[5]. This is true of goal-setting too. If the goals are misaligned with what the project team needs to achieve, this is down to the person in charge of setting those goals: you. Think about your own personal goals at the same time as the wider project objectives. Accountability should be at the top of the list.
Use the SMART acronym to set your personal objectives and them keep close track of how you are doing. It is OK to acknowledge where things are not going so well. This is vital, in fact. Project and personal goals need not be set in stone – they can be adjusted along the way so that they act as an inspiration and marker, rather than a ‘ball and chain’ or oppressor. That said, have the courage to take accountability when the failure to meet an objective sits squarely in your area of responsibility. Don’t change project goals simply to realign them with your personal shortcomings. Think long and hard about making changes – and only make them for the good of the whole team.
Keep communicating as the project progresses – this is another key aspect of accountability. The only way that your fellow team members will know for sure what you are thinking is if you let them know yourself. Don’t let fear and rumour cloud the situation and cause problems of their own. Accept the blame when you make a mistake and work out how to avoid similar in the future. If the mistake belongs to someone else, help them do the same and work out a way forward without harsh judgement or ongoing criticism.
One good idea to help the whole team remain accountable to each other is to set up accountability partnerships. Having someone to talk to, check in with and seek feedback from can help team members support each other’s progress, provide constructive feedback and celebrate achievements.
For more ideas about how to set SMART project objectives that involve your head, heart and gut, get in touch with me to see how I can help.
[1] Source: https://www.forbes.com/sites/carleysime/2019/01/29/why-is-it-hard-to-start-with-the-end-in-mind/. Accessed 12 July 2024
[2] Source: https://www.achieveit.com/resources/blog/everything-you-need-to-know-about-smart-goals. Accessed 12 July 2024
[3] Source: https://mbraining.com. Accessed 12 July 2024
[4] Source: https://mbraining.com/mbit-and-leadership/. Accessed 12 July 2024
[5] Source: https://www.forbes.com/sites/rhettpower/2023/01/06/accountability-the-key-to-success-in-the-new-year/. Accessed 12 July 2024
