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Leadership Genius
  • Goal Setting
    • Goal Setting Overview
      • G1.0 Goal Setting Introduction
      • G1.1 Goal Setting Learning Objectives
      • G1.2 Goal Setting Pre Assessment
    • 1.0 Goal Structure
      • G2.0 Goal Structure Overview
      • G2.1 KRA Statements
      • G2.2 Writing a KRA Statement
      • G2.3 Goal Statements
      • G2.4 Writing a Goal Statement
      • G2.5 Task Statements
      • G2.6 Writing a Task Statement
      • G2.7 Goal Context Quiz
    • 2.0 SMART Goals
      • G3.0 SMART Goals Overview
      • G3.1 Specific and Measureable
      • G3.2 Motivating
      • G3.3 Attainable
      • G3.4 Relevant
      • G3.5 Timebound and Trackable
      • G3.6 SMART Goals Skills Practice
    • Goal Setting Summary
      • G4.0 Why Goals Matter
      • G4.1 The Truth About Goal Setting
      • G4.2 Goal Setting Post Assessment
  • Feedback
    • Feedback Overview
      • LeadershipGenius Feedback Learning Objectives
      • Definition of Feedback
      • Criteria for Effective Feedback
      • Types of Feedback
    • 1.0 Pure Feedback Overview
      • 1.0 Pure Feedback Overview
      • 1.1 Pure Feedback—How
      • 1.2 Pure Feedback—What
    • 2.0 Personalized Feedback Overview
      • 2.1.1 Personalized Feedback – Praise Do’s
      • 2.1.2 Personalized Feedback – Praise Don’ts
      • 2.2.1 Personalized Feedback—Disapproval Do’s
      • 2.2.2 Personalized Feedback—Disapproval Don’ts
      • 2.3 Personalized Feedback—Business Example
    • 3.0 Feedback Summary
      • 3.1 Poor Feedback
      • 3.2 Feedback is a Gift
  • Listening
    • 1.0 Listening Overview
      • 1.0.2 LeadershipGenius Listening Learning Objectives
      • 1.1 The Power of Listening
      • 1.2 Listening Related to Goals
      • 1.3 Listening is a Leadership Skill
    • 2.0 The Five Fundamentals of Listening Overview
      • 2.1 Attending to Non Verbals
      • 2.2 Ask Questions
      • 2.3 Reflecting Feelings
      • 2.4 Paraphrasing
      • 2.5 Summarizing
    • 3.0 Listening Summary
      • 3.1 Learning to Listen
      • 3.2 Listening Throughout the Goal Cycle
  • Problem Solving
    • 1.1 Facilitating Problem Solving Overview
      • 1.2 Problem Solving Learning Objectives
      • 1.3 Problem Solving is a Leadership Skill
    • 2.0 The Five Fundamentals of Problem Solving
      • 2.1 Define the Problem
      • 2.2 Generate Alternatives
      • 2.3 Examine Pros and Cons
      • 2.4 Choose A Solution
      • 2.5 Evaluate The Solution
    • 3.0 Facilitating Problem Solving Summary
  • Search

G3.1 Specific and Measureable

Specific & Measurable

A goal should answer the question, “where am I going, and how will I know when I get there?” A SMART goal qualifies or quantifies so there is no room for misunderstanding.

Goals can be measured in a number of ways:

  • by an internal pre and post survey
  • through record keeping
  • through measuring a number relevant to the fulfillment of the goal

When making a goal Specific and Measurable, ask yourself…

Is the goal an end result—not a set of action steps or how to’s?

Your goal should have a fixed end result.  A set of action steps might be the tasks required to accomplish the goal.

Does the goal contain an action verb that leads to a specific outcome?

assemble, close on, compute, conduct, construct, edit, evaluate, increase, maintain, obtain, produce, reduce, respond to, submit, train, write

Does the goal avoid the use of fuzzy or ambiguous words?

administer, analyze arrange, assure, collaborate, consider, cooperate, coordinate, create, desirable, discuss, develop, ensure, examine, expedite, explore, facilitate, have, improve, investigate, know, learn, manage, maximize, observe, participate, study, understand

Is the goal measurable in terms of:

  • Quantity—How Much
  • Quality—What Level
  • Timeliness—Completion Date
  • Percentage of Change

Is the goal measurable through a results-over source ratio, such as:

  • Number of rejects over number of units produced?
  • Gross profit over number of dollars sold?
  • Number of typos/errors over number of pages typed?

Is the goal stated in behavioral terms, not as a statement of attitude?

“To be a team player” is not Specific and Measurable unless it includes behavioral descriptions, such as:

  1. Attend 95% of all team meetings
  2. Keep accurate logs of meeting discussions
  3. Distribute to accurate logs to team members prior to next meeting.

If a goal cannot be measured, it cannot be managed.

Remember that a goal is a desired outcome. Setting quotas or writing a goal as an activity, rather than as an end result, is a dangerous trap that can result in “busyness” rather than productive accomplishments.

Example of a Vague Goal

To improve response rate on service requests

Example of a Specific & Measurable Goal

I will respond to 80-90 percent of the internal service requests over the next three months within 12 hours of request” is specific

NEXT STEP - MOTIVATING

Understand the new science behind Motivation and how it should influence your goals.


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About

This course helps you set meaningful goals that increase productivity, sustain motivation, and provide the foundation for effective collaboration with others.

Goals

Great employees and leaders continually develop their personal skills to lead themselves and others toward peak performance.

Related Skills

Explore, integrate, and apply other critical leadership skills that increase the performance and productivity of you and your organization. Feedback, Problem Solving, Negotiation, Listening, and Action Planning
Leadership Genius
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G3.0 SMART Goals Overview G3.2 Motivating
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