How professional trainers can put a fresh, motivating spin on SMART goals and help encourage employees to new levels of performance.

Goal-setting is part of a trainer’s DNA. If we’re not teaching the process in one form or another, we’re using it ourselves. From defining course learning objectives and personalizing participant performance goals to setting behavior change measures and establishing ROI targets for our offerings, we earn our reputations from the ability to consistently deliver on our promises. Strip away the “stage presence” of a seasoned trainer and you’ll find a hard-wired achievement junkie with a compulsion for uncovering and measuring the best in their students and themselves.

For years we’ve waltzed our way through the SMART (Specific, Measurable, Assignable, Realistic, Time-based) methodology, carefully counting the steps to goal completion. It’s a sweet song, but one that begs the question: Does this dance jive with the fast-paced, ever-evolving corporate soundtrack pumping through our employees’ earbuds or are we attempting to 8-track our way through an mp3 world?

Overplaying the SMART Song

It’s a sad day when your “Rebel Yell” becomes a fast-food jingle – when the anthem you used to blast in your bedroom becomes elevator muzak. SMART goals are like that in a way. The tune has been covered so often and dubbed so frequently, that no one can remember the original artist or his message. (In case you were wondering, it was George T. Doran; Management Review, November 1981.)

Like any beloved song, most recall little beyond the chorus. Does the “S” stand for specific or was that simple or stretch? How about the “M”? I thought it meant measurable, but one speaker said meaningful and another motivational? Oh well, it has a catchy beat.

The truth is when a concept goes generic people often put their own spin on the idea in an effort to revitalize interest. Some have tried to make the approach SMARTER, with add-ons like Evaluate and Reassess. Others adjust elements of the acronym to fit the need of the moment. Both practices are a testament to the concept’s popularity, but when left unchecked it can water the tool down to little more than white noise or worse yet, turn your goal-setting dance floor into a mosh pit.

Get Moonwalking

SMART goals may outline the basics, but they usually don’t inspire bold moves and game changing results. In some cases, they can actually coax people into settling for tick box actions and mediocre performance.

The whole of the concept is not bad of course. Focusing on a specific mission with a concrete timeframe formed even one of humanity’s boldest undertakings – the 1969 moon shot. In his historic 1961 speech, John F. Kennedy challenged Congress by declaring, “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.”

At the time, much of the goal was impossible to measure. No one had a clue as to whether it was actually achievable. And the only thing pundits agreed on was that it was completely unrealistic. So much for the “MAR” part of SMART. Still, somehow this specific, time-bound challenge dared a country to greatness.

As trainers, part of our job is to impart knowledge and enable performance, but we’re also there to inspire – to challenge employees to exceed expectations. Not everyone will rise to the occasion of course, but those who do can make an impact well worth our extra effort.

Giving Your BEST

You simply don’t produce extraordinary results by focusing on the readily achievable and boxing your ambitions into the realistic. SMART goals have their place, but sometimes BEST goals are better. Why? Because they are Bold, Enriching, Supported, Targets. If employees are to reach the next level of performance they should focus on goals that are:

• Bold – Outlines a stretch concept or “big ask”, something that goes beyond the typical expectations your manager has of you and you have of yourself.
• Enriching – Supports a key organizational deliverable and your individual development by aligning the two.
• Supported – Ensures buy-in from relevant stakeholders – “daring” you to chase the objective.
• Targets – Establishes the specific framework for the objective – what you will do, by when.

Since BEST goals reflect a true personal best, they can be used by any employee regardless of tenure or position. Trainers can use this approach to revitalize goal-setting for themselves and their participants, handing the process over to managers for follow-up post course.

Why BEST is Better

Goals should scare you. If you’re not at least a little frightened of your goal plan you’re coasting. As trainers you have the opportunity to encourage people to push themselves to the edge of their capability – not all the time, not for every goal, but when it counts. BEST goals inspire enhanced performance because they:

• Force you to focus on the most impactful portion of your purview. BEST goals dare you to call out and wrestle the biggest gorilla around.
• Kick you out of your comfort zone. BEST goals are, by definition, audacious. You’ll have to learn, stretch and grow to achieve them.
• Drive you to make an emotional connection. Achieving your BEST takes support. You earn that by making the goal bigger than yourself … perhaps even bigger than the team or company.
• Frame the end game. When chasing your BEST you may not have a GPS outlining every metric, measure and milestone, but you’ll have a clear, compelling end state that is worth working toward.

People will always need SMART goals. They are practical for chasing must haves and solid results. But if you are shooting for more, if you want at least one target that is a bit beyond what anyone could possibly expect, then BEST goals are better. In the end, we all sing for our supper. Make your voice count.