How to write SMART objectives and SMARTer objectives & Goals Welcome to (probably) the most comprehensive SMART

objective resource page on the web Writing SMARTer Objectives Specific, Measurable, Achievable, Realistic, Time-based, Exciting, Recorded or is it?

Have a look at our ready to use training materials leader guide, participant handouts, ppt slides etc Introduction to SMART objectives and SMART Goals Management by Objectives is often credited to Peter Drucker in his 1954 book The Practice of Management, from this claimed history and approach the use of the acronym SMARTer has grown. Having said that, for those that have bothered to read the book there is NO DIRECT reference to SMART by Drucker in this publication. While it is clear that Drucker was the first to write about management by objectives, the SMART acronym is harder to trace in terms of documented evedence. Read about our investigation into the history and origins of the SMART objectives acronym. The use of the approach to managing known as Management By Objectives or MBO, has reduced in recent years, however increasingly, many organizations are using the SMART and SMARTER acronym within goal setting and performance appraisal or management environments. The use of SMART objective formatting is not limited to business and performance management, indeed SMART possibly started in the world of personal development.

This page has been written to provide not only an overview of the SMART objective format, but to help you the manager or developer to write your own. SMARTer is an acronym to help in the writing of objectives. the objectives can be for managing performance or for developmental purposes. There are a variety of types of objectives that can be written, all can be done in the SMARTer format.

Process objectives o lets you know what you are doing and how you will do it; describes participants, interactions and activities Impact objectives o lets you know what the long term implications of your program[me]/ activity will be; describes the longer term impact on your target audience or organization Outcome objectives o lets you know how you will change attitudes, knowledge or behavior (short term); describe the degree to which you expect this change Personal objectives o personal development is an ideal application for SMARTer objectives. Often we see SMARTer objectives written for project management or business and performance management; however as individuals in our personal development plans, SMARTer objectives are also a valuable formula within which to set and individual measure performance.

Language in objectives Objectives are active using strong verbs. Action verbs are observable and better communicate the intent of what is to be attempted, like plan, write, conduct, produce, apply, to recite, to revise, to contrast, to install, to select, to assemble, to compare, to investigate, and to develop. etc. Avoid generalities in objective statements and infinitives to avoid include to know, to understand, to enjoy, and to believe. rather than learn, understand, feel. The words need to be not only active but measurable.

A goal can be defined as The purpose toward which an endeavor is directed; an objective In personal and organizational development terms, the goal is set as the main single aim and objectives are the elements which together achieve the goal. goal may only have one objective. SMART acronym variations- SMARTer There are many variations on the theme including: Variations of words commonly used in SMART as an acronym S Specific Stimulating Sincere Simple Stretching Succinct Straight forward Self owned Self managed Self controlled Significant Strategic Sensible M Measurable Motivating Manageable Meaningful Magical Magnetic

Maintainable Mapped to goals A Achievable * Appropriate Assignable in the 1981 Audacious * document by Doran * Affirmative Actionable Attainable Ambitious Aspirational Accepted/ acceptable Aligned Accountable Agreed Adapted As-if-now Adjustable Adaptable R Realistic Relevant Results Orientated Resources are adequate Resourced Rewarding

Recorded Reviewable Robust Relevant to a mission T Time-.. bound limited driven constrained * constricted related phased sensitive specific stamped lined Some versions of the acronym add the letters ER making SMARTer objectives Tangible- Trackable Traceable Timed/ Timely Toward what you want Team-Building

Encompassing *

Empowering Extending Exciting

Evaluated Engaging Energising Ethical Enjoyable

Reviewed*

Rewarding

Recorded Realistic Relevant Resourced Research Based

One of the key advantages in using SMARTER in the agreeing and setting of personal development goals, it it helps to recognize the importance of the engagement of the individual. The more motivated they are by the development objective the better they appears to perform, often putting extra time into self-development activity. * changes introduced in SMARTER 2003 in Strategy Planning for Success Kaufman et al Advanced PE for Edexcel By Frank Galligan (2000) This is believed to be the first publication of SMARTER (if you know of an earlier publication please let us know) Some proponents have said that to be really effective objectives should be SMARTER2 Where it is the multiplying factor of using all elements that ensures a powerful and effective objective. Specific Measurable Agreed Realistic Time-Bound Evaluated Strategic Meaningful Attainable Rewarding Team-Building Empowering

And

Reviewed SMART-C

Rewarding

Some also add a C at the beginning or end of SMART or SMARTER making C-SMART or C-SMARTER, where C is Challenging. SMART-S Others have started to add an S at the end to make SMART-S where the last S is stretching or sustainable. SMAART Some add a second A to make SMAART, where the two As are Attainable and Action-oriented. One could argue that it does not matter which one you use as long as everyone in the organization is working to the same model. To some extent it all depends what you are using the objective for, and in what context. A business performance objective may have a different format to a developmental goal, however as long as everyone in the organization is working to the same version. SMARTIE Inspiring Enthusiasm Some working definitions Using the most common version of the SMART objective here are some common explanations. Specific Objectives should specify what they Measurable Achievable Realistic Time

You should be able Are the objectives Can you When do you want to measure you set, achievable realistically achieve to achieve the set

need to achieve

whether you are meeting the objectives or not Measurable Establish concrete criteria for measuring progress toward the attainment of each objective you set. When you measure your progress, you stay on track, reach your target dates, and experience the feeling of achievement that drives you on to continued effort required to reach your objective. To determine if your objective is measurable, ask questions such asHow much? How many? How will I know when it is accomplished?

and attainable?

the objectives with the resources you have? Realistic To be realistic, it must represent an objective toward which you are both willing and able to work. An objective can be both high and realistic; you are the only one who can decide just how high it should be. Your objective is probably realistic if you truly believe that it can be accomplished. Additional ways to know if your objective is realistic is to determine if you have accomplished anything similar in the past or ask yourself what

objectives?

Specific A specific objective has a much greater chance of being accomplished than a general goal. To set a specific objective you need to answer the six W questions:

Attainable When you identify objectives that are most important to you, you begin to figure out ways you can make them come true. The objective needs to be attainable by you based on the skills you have and the constraints imposed.

Tangible - Tangible when you can experience it with one of the senses. When your goal is tangible, or when you tie a tangible goal to an intangible goal, you have a better chance of making it specific and measurable and thus attainable.

Who: Who is involved? What: What do I want to accomplish? Where: Identify a location. When: Establish a time frame. Which: Identify requirement s and constraints. Why: Specific

reasons, purpose or benefits of accomplishin g the goal Specific What exactly are we going to do, with or for whom? Measurable Is it measurable & can WE measure it? Achievable

conditions would have to exist to accomplish this objective.

Relevant

Time Framed When will we accomplish/ complete this objective? Time In the objective somewhere there has to be a date (Day/Month/Year) for when the task has to be started (if its ongoing) and/or completed (if its short term or project related). Simply: No date = No good. Summary: Is there a finish and/or a start date clearly stated or defined?

Can we get it done Will this objective in the timeframe/in lead to the desired this political results? climate/with this amount of money? Achievable The objectives that are set with people need to be capable of being reached, put most basically; there is a likelihood of success but that does not mean easy or simple. The objectives need to be stretching and agreed by the parties involved. Relevant This means two things; that the goal or target being set with the individual is something they can actually impact upon or change and secondly it is also important to the organization Example: Telling the cleaners that they have to increase market Setting targets that share over the next financial quarter is are plainly ridiculous does not not actually motivate people; it something they can

Specific Specific in the context of developing objectives means that an observable action, behaviour or achievement is described which is also linked to a rate, number, percentage or frequency. This latter point is extremely important let me illustrate. Answer the phone quickly can be said to be a precise

Measurable A system, method or procedure has to exist which allows the tracking and recording of the behaviour or action upon which the objective is focused. Setting an objective that requires phone calls to be answered in four rings is acceptable, provided a system exists which measures whether this is actually

merely confirms do anything about their opinion of you its not relevant to as an idiot. them. However, asking them to They will apply no reduce expenditure on cleaning energy or materials by 50 enthusiasm to a over the next three task that is futile. months is entirely Summary: With a relevant to them. The only other reasonable amount Its what they spend their budget alternative is to get of effort and the person with application can the on every day. As to whether its whom the objective be relevant to what the objectives are achieved? organization is being set to trying to achieve, measure their own the manager has to progress; in some decide this by Summary: Is there cases and considering the a description of a situations it may be wider picture. precise or specific acceptable to do behaviour / this, in others outcome which is maybe not use Summary: Can the linked to a rate, common sense to people with whom number, decide this. the objective is set percentage or make an impact on frequency? the situation? Remember what gets measures gets done. so be careful! Do they have the necessary knowledge, Summary: Is there authority and skill? a reliable system in place to measure description of behaviour, you can clearly see whether someone answers the phone or not, but there is no rate, number, percentage or frequency linked to it. So, if I state; Answer the phone within 4 rings a rate has been added and the behaviour is now much more specific. being achieved. If none exists the manager must be prepared to set time aside time to actually monitor the response rates to incoming phone calls.

progress towards the achievement of the objective? Specific An objective must be specific with a single key result. If more than one result is to be accomplished, more than one objective should be written. Just knowing what is to be accomplished is a big step toward achieving it. What is important to you? Once you clarify what you want to achieve, your attention will be focused on the objective that you deliberately set. You will be doing something important to you. Measurable An objective must be measurable. Only an objective that affects behavior in a measurable way can be optimally effective. If possible, state the objective as a quantity. Some objectives are more difficult to measure than others are. However, difficulty does not mean that they cannot be measured. Attainable An objective must be attainable with the resources that are available. It must be realistic. Many objectives are realistic. However, the time it takes to achieve them may be unrealistic. For example, it is realistic to want to lose ten pounds. However, it is unrealistic to want to lose ten pounds in one week. Result-oriented The objective should be central to the goals of the organization The successful completion of the objective should make a difference. How will this objective help the organization move ahead? Is the objective aligned with the mission of the organization? Time-limited The objective should be traceable. Specific objectives enable time priorities to be set and time to be used on objectives that really matter. Are the time lines you have established realistic? Will other competing demands cause delay? Will you be able to overcome those demands to accomplish the objective youve set in the time frame youve established?

How will you know What barriers stand youve progressed? between you and your objective? How will each barrier be overcome and within what time frame? Measurable Achievable Relevant

Specific

Time Based

Is there a description of a precise or specific behavior / outcome which is linked to a rate, number, percentage or frequency?

Is there a reliable system in place to measure progress towards the achievement of the objective?

With a reasonable amount of effort and application can the objective be achieved?

Can the person with whom the objective is set make an impact on the situation? Do they have the necessary knowledge, authority and skill and is it relevant to the organizational goals and aims?

Is there a finish and/or a start date clearly stated or defined?

Additional definitions smartER goals and objectives Extending: The goal should stretch the performers capabilities or make a significant contribution to the mission an d purpose of the organization Its boring and can seem purposeless if it doesnt (and the A acceptance and accountability criteria will suffer too). Exciting: The goal must be engaging for the individual. When a person is excited by the goal or the journey they are more likely to apply themselves to the achievement of the activity being discussed. Rewarding: A person should know what it will mean and what will result from a full effort in completing the goal. Recorded: There is a written record of the objective, its constraints and the enablers required for success. Having the objective written is said to help increase the likelihood of completion and success, at the very least it ensures that both parties have a common understanding of what was agreed.

Lets add some more detail Acronym element Specific Description Specific means that the objective is concrete, detailed, focused and well defined. The objective must be straight forwards and emphasize action and the required outcome. Specific also means that its results and actionorientated. Objectives need to be straightforward and to communicate what you would like to see happen. To help set specific objectives it helps to ask:

Diagnostic 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 whats most important. WHY is this important for me to do? 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?

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?

Measurable

If the objective is measurable, it means that the measurement source is identified and we are able to track the actions as we progress towards

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

the objective. Measurement is the standard used for comparison. For example, what financially independence means to one person, may be totally different compared to what is means for another. If you cannot measure it .. you cannot manage it Its important to have measures that will encourage and motivate you on the way as you see the change occurring, this may require interim measures. Measurements (and the visible progress) go along way to help us to know when we have achieved our objective. Achievable Objectives need to be achievable, if the objective is too far in the future, youll find it difficult to keep motivated and to strive to attain it. Objectives, unlike your aspirations and visions, need to be achievable to keep you motivated. Objectives need to stretch you, but not so far that you become frustrated and lose motivation. 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 the task required to

obtained?

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? 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

achieve the objective. Whilst keeping objectives realistic, ensure that they stretch you. Most objectives are achievable but, may require a change in your priorities to make them happen. Time Time-bound means setting a deadlines for the achievement of the objective. Deadlines need to be both achievable and realistic. If you dont set a time you will reduce the motivation and urgency required to execute the tasks. Agreed Time frames create the necessary urgency and prompts action.

objective?

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

Templates and Formats for writing SMARTer objective statements SMART Objectives Version 1 SMARTer Objective for _________________ By ____/_____/___ , __ _____________________________________________________ will have ___________________________ [WHEN] _____________________________________________________________ [WHO/WHAT, include a number that you can measure] ________________________________________________________________________, [HOW, WHY (remember to specify results)]

Template or format for writing SMARTer objective statements Version 2 SMARTer objectives for __________________ department/ individual Objectives for Year:___/___/200__ Objectives for Period:___/___/___ to ___/___/___ Goal Specific Objective Measurement Steps to Attain Relevant Time Frame Template or format for writing SMARTer objective statements Version 3 SMARTer Objectives Objective Measures Agreed By Individual ____ Manager _____ Individual ____ Manager _____ Individual ____ Manager _____ Individual ____ Manager _____ Individual ____ Manager _____ Sample SMARTer Statements Example of SMARTer objective SMART criteria Name/ Department Is it Realistic & Relevant Timings/ Deadline Actions/ Comments Notes

To recommend, at the June board of directors meeting, the three

Achievable Time bound Specific

providers that offer the best and broadest coverage at a cost that is at least 10% less Realistic and than the companys current per-employee contribution. Measurable More sample objective statements

By the end of the diabetes skills building workshops 60% of the attendees will be able to describe and demonstrate 4 new skills they have learned and will use in managing their childs diabetes. By the end of the asthma management classes, 75% of patients will be able to describe and demonstrate the correct use of a Peak-Flow Meter. By May 10, 2009 the Health Education staff from the Stroke Association will have planned and conducted 4 skills building workshops for 50 carers of recently diagnosed Stroke patients at the Chiswick training centre. Profitability Objectives To achieve a 25% return on capital employed by August 2009. Market Share Objectives To gain 25% of the market for sports shoes by September 2009 Promotional Objectives o To increase awareness of the dangers of flowers in Wales from 12% to 25% by June 2009. o To increase trail of X washing powder from 2% to 5% of our target group by January 2009. Objectives for Growth To increase the size of our Scottish operation from 100,000 in 2006 to 200,000 in 2009. Objectives for Branding To make zz-pop brand of cola the preferred brand of 18-25 year old females in North London by February 2009.

SMART Objectives for ABC Ltd

Specific: To obtain 5% market share within the first year of operations within our industry.

Measurable: To sell 4000 units per month, which equates to approximately 5% market share. Achievable: Taking into account primary and secondary research and facts from our market share data ABC Ltd do believe the objectives set are achievable. Realistic: Considering the amount of financial resources and manpower expertise we at ABC Ltd do believe that objectives set are realistic. Time: It is the expectation that the 5% market share objectives set for ABC Ltd will be achieved by the end of Dec 31st 2009.

Note there is no single correct way to write a SMART objective. It will depend on the nature of the objective and the intended use. The real test is to compare the statement against the SMART criteria you have chosen to use does the statement tick all the boxes? In some of the samples shown, you are not given the CONTEXT of the objective so it is impossible to say if the objective is truly SMART from the information given. Rewriting Existing objectives Specific Concrete Use action verbs Example #1: Original objective: xyz supports professional development for staff. Specific objective: xyz offers Project Management, CRM, and Intro to xyz classes quarterly with the goals of 80% of the divisional staff trained by June, 2008 Example #2: Original Objective: The Learning to Teach Virtual Task Force will facilitate continuing education for instructors. Specific Objective: The Learning to Teach Virtual Task Force will create and update on a quarterly basis a web-based site that contains a list of continuing education opportunities for instructors. Example #2: Original Objective: The Committee will

Measurable Numeric or

Example #1: Original Objective: The Conference

descriptive Quantity, quality, cost

Program Planning committee will increase attendance at its program. Measurable Objective: The Conference Program Planning committee will increase attendance at its 2010 Annual Conference program by at least 10% over 2009.

encourage nominations by members by creating a Web-based nomination form that will be published on the xyz Web site. Measurable Objective: The Nominating Committee will receive at least five nominations by Section members through use of the new Web-based nomination form that will be created and published on the xyz Web site. Example #2: Original Objective: The Education Committee will foster communication between practitioners and graduate school faculty working in the area of library instruction. Attainable Objective: The Education Committee will organize a discussion forum to be held at xyz Conference 2008, and invite both practitioners and graduate school faculty working in the area of library instruction to attend and discuss how the graduate school can better prepare students for careers in library instruction. Example #2: Original Objective: The Emerging Technologies in Instruction Committee will promote and facilitate the use of emerging technologies in bibliographic instruction.

Attainable Feasible Example #1: Original Objective: Promote issues relating to bibliographic Appropriately limited instruction and diversity. in scope Attainable Objective: Complete an annotated bibliography of library Within the employees control instruction publications related to diverse populations for the xyz web site. and influence

Relevant Measures Example #1: Original Objective: The outputs or results Teaching Methods Committee will (not activities) identify and promote teaching materials useful to practicing bibliographic Includes products, instruction librarians.

accomplishments Results-focused Objective: The Teaching Methods Committee will post discussion notes from the xyz conference Discussion Forum 2009 Share Your Teaching Toolkit: Best Practices in Library Instruction on its Web site to promote teaching materials useful to practicing bibliographic instruction librarians. Time Identifies target date(s) Includes interim steps and a plan to monitor progress Example #1: Original Objective: The Communication Coordinator will update the xyz Publications Policies and Procedures Manual, clarifying the various publications categories and the processes for creating, approving, and disseminating those publications. Results-focused Objective: The Emerging Technologies in Instruction Committee will develop documents that define, explain, and provide examples of uses of emerging technologies in order to assist educators who are considering or have already started integrating them in their courses. Example #2: Original Objective: The Task Force will revise the current Model Statement published in An Owners Guide to the new Model Statement of Objectives for Academic Bibliographic Instruction (2007).

Timely Objective: The Task Force will Timely Objective: The Communication revise the current Model Statement Coordinator will update the xyz published in An Owners Guide to the Publications Policies and Procedures new Model Statement of Objectives for Manual by the XYZ Annual Conference Academic Bibliographic Instruction 2009, clarifying the various publications (2007). The revision is being conducted categories and the processes for in accordance with the 2006 Final creating, approving, and disseminating those publications Worksheet Which of these are SMART objectives? SMARTer Changes needed to make the objective SMARTer (if not already)

Objective? (Y or N) 1. To raise the average daily attendance rate to over 95 percent within the next 3 years. 2. To eliminate the use of excess packaging on our products by September 2005. 3. To increase the number of parents who set appropriate rules of their childrens behavior (as measured by surveys of parents or youth). 4. To reduce the number of drivers who

report having had a drink or having used drugs to less than 1 percent of the school population by 2010. 5. To increase GCSE achievement rates to at or above national averages by 2009. 6. To increase by 25 percent the attendance of parents at school parent/teacher association meetings by 2010. 7. To reduce youth arrests related to alcohol and other drugs to below the

national average by 2010. 8. To reverse the increasing trend of reported child abuse to under 300 cases by 2009. 9. To significantly improve staff satisfaction over the next 12 months. 10. To decrease the number of thefts from the shop floor by 20 percent over the next 3 months. Other objective setting models and acronyms include: SMAART goals are:

S Specific M Measurable A Attainable

A Action-oriented R Results-oriented T Time-phased

SCCAMP objectives or goals

S goals must be Specific C within the Control of the individual C goals are Challenging A goals must be Attainable M training targets should be Measurable P goals are Personal

TRAMS as SMART just that TRAMS is presented in a different order for training or educational purposes. PURE Objectives (often used in objectives within learning events) Where PURE means:

Positive Understood o Performance o Style o Jargon o Culture Recorded Ethical

For team objectives To make your team function effectively, the first thing you need to know is the GREAT model.

G Goals

R Roles/ Results E Expectations / Performance A Accountabilities / Abilities T Timing

The GREAT model specifies what people must know so that they can work together effectively. Goals

What are the goals of the project? What is the goal of each individual activity? Why are we doing this?

Roles

What is my job as an individual team member? What do I do? What is the contribution I am expected to make? What expertise do I bring to the situation? What is everyone elses role and everyone elses expected contribution?

Expectations

How good is good enough? What is the level of performance that is desired? What level of performance is not desired? Why are the expectations set at this level as opposed to another?

Accountabilities / Abilities

Who is accountable for each phase of the work, especially on jobs that cut across functional lines or involve several people? What abilities do we possess that have a hearing on the individual job assignments?

Timing

When must this be done? At what pace am I to work? How does the timing of one piece of the work affect other pieces?

Verbs to use in writing SMART-er Objectives

Activate address adjust analyze apply arrange assemble assess assist associate Balance breakdown build Calculate categorize center change charge check choose cite classify clean close combine compare complete compute conduct connect construct contrast convert copy count create critique Define describe design detect determine develop diagram differentiate disassemble discharge disconnect display distinguish Enumerate estimate evaluate examine, execute, explain File fill form formulate Grasp group Identify illustrate indicate inspect install interpret Label lift list listen locate make manage manipulate measure modify Name Order organize outline Perform plan predict prepare prescribe produce proof purchase Quote Recall recite record reiterate repeat reply reproduce respond restate Select serve solve specify Tabulate tell test trace transcribe transfer troubleshoot use Validate verify Write

10 Tips for Setting SMART-er Goals and or Objectives George Ambler has a good post on SMART goals at his blog The Practice of Leadership. Its title is the 10 Steps to Setting SMART objectives and references an article by Andrew Bell whose title is also 10 Steps to SMART

Objectives (.pdf). Some of the tips may seem like no-brainers, but I find its usually the simple things that get forgotten or overlooked: 1. Sort out the difference between objectives and aims, goals and/or targets before you start. Aims and goals etc relate to your aspirations objectives are your battle-plan. Set as many objectives as you need for success. 2. SMART stands for Specific, Measurable, Achievable, Realistic and Timely. 3. Dont try to use the SMART order, often the best way to write objectives is: M-A/R-S-T. 4. Measurable is the most important consideration. You will know that youve achieved your objective, because here is the evidence. I will know too! Make sure you state how you will record your success. 5. Achievable is linked to measurable. Usually, theres no point in starting a job you know you cant finish, or one where you cant tell if/when youve finished it. How can I decide if its achievable? You know its measurable Others have done it successfully (before you, or somewhere else) Its theoretically possible (ie clearly not not achievable) You have the necessary resources, or at least a realistic chance of getting them Youve assessed the limitations. 6. If its achievable, it may not be realistic. If it isnt realistic, its not achievable.You need to know: Whos going to do it? Do they have (or can they get) the skills to do a good job? Wheres the money coming from? Who carries the can? Realistic is about human resources/time/money/opportunity. 7. The main reason its achievable but not realistic is that its not a high priority. Often something else needs to be done first, before youll succeed. If so, set up two (or more) objectives in priority order. 8. The devil is in the specific detail. You will know your objective is specific enough if: everyone whos involved knows that it includes them specifically everyone involved can understand it your objective is free from jargon

 youve defined all your terms youve used only appropriate language. 9. Timely means setting deadlines. You must include one, otherwise your objective isnt measurable. But your deadlines must be realistic, or the task isnt achievable. T must be M, and R, and S without these your objective cannot be toppriority. 10. It is worth this effort. Youll know youve done your job well, and so will others. History and origins of the SMART objectives acronym There are many that claim to know the true history of the SMART acronym, however there is little documented evidence. What I have found to date (Oct 08) is the following it will be corrected and updated as I gain new information. Many claim Drucker is the originator I have researched this and cannot find any inclusion in any of his books, nor have I found a publication by him containing the term. During the 1940s and 1950s there were many engineering and educational publications that started discussing the merits of specific and measurable goals or objectives. Interestingly the term mostly used in the very really days was that of goal setting rather than objective setting, even within technical environments. The fact that specific and measurable have been used almost since the beginning of the era of management and educational publications suggests that the foundations for SMART goals or objectives was widespread. Indeed reading many of the original pieces I have found that language like realistic, relevant, resourced etc have accompanied much of the early texts, so the leap to the acronym or mnemonic was perhaps an organic one rather than one of innovation in its true sense. The use of specific and measurable goals was just as prevalent in the educational world as it was the business world. So with that said who used the SMART description and in what publication Blanchard includes references to SMART in Leadership and the One Minute Manager (LOMM). In leadership and the one minute manager Blanchard uses the SMART objective acronym on p89. This book was first published in 1985. No references are noted and copyright is assumed. here SMART is Specific, Measurable, Attainable, Relevant and Trackable. This appears to be one of the first books to use the acronym.

In their books Blanchard and Hersey use the term SMART goals. it is in the 1988 version (5th edition of Management of Organizational behavior). It is not in any earlier editions of the publication, and no references to the term exist. Again like Blanchards LOMM book the acronym is the same (p382). in this chapter the authors claim that much of the content is based on their work since 1981 (p377). Therefore Doran used the term before Blanchard. The real beginning? Some claim Paul J. Meyer used it in his work Personal Success Planner in 1965, although ther e is no documented evidence before November 1981 for this. From Jim Moore the Meyer family archivist Mr Meyer first used the acronym in 1965. However, the 1965 usage was in instructional text and was not then copyrighted as an acronym. . As you may be aware, John Haggai attributes the acronym to Paul (in Mr Haggais book, Lead On! 1986) but without specific citation or other documentation. This is interesting as this publication date co-insides with the writing of the Blanchard book. The earliest printed evidence that meyer used the term is on a goal planning sheet from 1986. Meyer and Blanchard have collaborated on projects so this could explain why it is included in Herseys and Blanchards seminal work. The original version used by Meyer was:

Specific Measurable Attainable Realistic and Tangible

Meyer users the term Tangible , however the most common version uses time bound the Blanchard/ Hersey version.

Some claim that George T. Doran, developed the concept of S.M.A.R.T. goals in the discipline of project and program management and cite George T. Doran, Theres a S. M. A. R. T. Way to Write Management Goals and Objectives, Management Review (AMA Forum), November 1981, pps. 35-36 Doran, George T. Theres a S.M.A.R.T. way to write managements goals and objectives. Management Review 70.11 (Nov. 1981): 35. Business Source Corporate. EBSCO . 15 Oct. 2008. These certainly appear to be the first published articles documenting the SMART Objective as we know it today, however all this appears to prove is that there is an earlier source. One of the earliest publications applying goal setting directly to individuals performance is in: GOAL SETTING AND SELF-CONTROL. By: RAIA, ANTHONY P.. Journal of Management Studies, Feb 1965, Vol. 2 Issue 1, p34-53, 20p; EBSCO . 31 Oct. 2008 And while this does not list the full SMART format it does talk about specific and measurable as well as requiring goals to be:

Authorised to complete the goal Realistic and challenging Tied to a completion date

So the elements are there but not tied into the SMART formula. Incidentally this document also explores what may well have been one of the first individual performance appraisal approaches We are continuing to work on establishing a record based on printed use of the acronym and will keep this page updated. Indeed when the truth is proved we will re-write this pages and include all appropriate references. In this document for me there is an enlightening paragraph: Planning the Use of Resources One of the most important aspects of the program is that it takes the manager away from the daily operations of the plant and forces him to plan the use of his resources. The process of goalsetting involves

translating short-term company objectives into specific goals which are tied to a completion date. This helps to integrate the work of the individual with the overall objectives of the enterprise. If you know of an earlier source we would love to know (to be honest it is driving me nuts attempting to get to the bottom of this MDM). Uses of SMARTER Objectives Remember the SMART or SMARTER approach is a TEST to be carried out after writing the goals or objective to test its validity it is not an order to be followed or a constraint to be applied when developing goals or objectives. SMARTER Objectives can be used in a wide range of setting including Performance Management, Project Management, program management, appraisals, management by objectives , personal development plans, personal learning logs and a wide range of other applications See our page on Key Performance Indicators KPIs and Critical Success Factors CSFs Making it personal WIIFM PRISM To enhance the effectiveness of any learning objective/goal setting some literature suggests adding the elements WIIFM (What is in it for me?) and Interest. This creates the PRISM model which covers the 5 points of the SMART model as well as includes the additional 2 elements. P Personal R Realistic What is in it for me? (WII-FM) When objectives are business.. business business.. we sometimes forget that it is the humans that make things happen. people need to feel engaged. For something to be realistic it has to achievable, both in the context of the individual, skills and resources available. Be clear, direct and get to the point

I Interesting Is it something the individual can get passionate about and fully engaged? S Specific

M Measurable How will you know the objective has been achieved? All objectives will need agreed success measures and a clear time frame. Goal Setting or How Being SMART Isnt Always the Right Objective (Aver y, 2005) See our article on exercises and activities for developing and writing SMART goals and objectives for managers If you are a freelance trainer/ consultant or thinking about going freelance check out our site Get seen on the web The information contained on this page about SMART and SMARTER objectives has been complied from a range of sources. is not assumes over any model. This information is provided as is a nd RapidBI accept no liability for its accuracy or its use.

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