Achieve your goals with a SMART culture

With relevant and common goals, you can create focus and direction of your business. Some may become common goals, others may be assigned to individual employees. With straight selling goals, it is easy to set measurable goals for an employee, but if the goal is a feeling, for example, ”I want to be better at …”, we need to find a way that help us set relevant goals.

A SMART, specific, measurable, attainable, realistic, and time-bound goal should be easy to understand and achievable. It should also be clear what measurements to use to decide whether you have achieved the target or not. Specifically, it should be clear and limited. Measurements is about deciding in advance how to know if the goal is achieved or not. Those who are expected to work towards the goal need to be attracted to and understand it, and feel it is possible to achieve. It should also be clear when it is expected to be achieved.

Changing attitude through concrete and relevant goals

The challenge with SMART goals is that sometimes it is hard to see how a single employee has contributed to the business goals. Then it is easier to use goals that focus on performance, behavior and habits. The primary focus of the personal goals  is shifting attitude, change in motivation and to find a new way of looking at yourself. It can be about different challenging situations, a specific area or how you want to be perceived as a leader / key person in the organization.

To achieve that,  goals to change a behavior are best suited. Goals that describe specifically where the shift is needed for the employee, to get the business to develop in the right direction. Relevant goals for change of behavior or attitude could be based on the values of the business, or even be part of the payroll criteria.

The behaviors that need to be followed up need to be clearly specified. They should be specific and be seen in everyday life.
An example: Our innovative climate is dependent on everyone contributing. The goal is to shift attitude toward problems and obstacles, to see opportunities and challenges instead, and to communicate constructively and positively, both locally and to the European leadership at monthly meetings. To be perceived as a more effective and opportunity-oriented leader.

Who do you need to be?

Start by finding out what behaviors you want and need to follow up. Prioritize the goals that have the greatest impact on strategy and business goals. You need to decide what kind of measurements that will show you if the goal is achieved or not after a certain time.