Writing effective goals or objectives is arguably the most important first step in helping an organisation or department be successful.
But first, let’s do a quick review. Well-defined goals …
- Allow the organisation to measure its performance
- Map out a plan of strategy and tactics
- Manage risk and other problems
- Motivate teams and people toward success
Yet, articulating these statements can be very difficult. Even knowing the difference between these basic terms can be confusing!
The Economist reported nearly 90 percent of leaders from companies with US$1 billion in revenues admitted they failed to achieve their goals.
Why? Because of poor planning and execution.
Poor Planning in Writing Goals or Objectives?
I believe 100% in good planning and execution. I also believe The Economist missed a key point that people – especially at senior levels – often don’t know how to write an effective goal.
I’ve taught at many business training organisations during the past 15 years, and not one of these organisations had proper instructions in its curricula. All of them used S.M.A.R.T. as the example, which shows a lack of understanding writing goals as S.M.A.R.T. is merely five criteria of how to decide if the goal is appropriate. More so, S.M.A.R.T. is not fool-proof … as many articles on the internet will suggest.
Instead, I gathered tips from reading a variety of university sources to help students write useful goals.
Read on to see if they may be helpful to you too.
Finally, this parallel post may be helpful: Common Business Objectives.
Instructions to Write Goals and Objectives
It would helpful to have specific instructions to write successful objectives or goals.
After much searching, I’ve never found them.
Instead, I’ve realised the best instructions aren’t steps as much as a list of questions.
The questions underline a key point. To write the best objectives, talk, listen and collaborate with other people. Go find senior people you trust (or are simply too important not to engage) or close colleagues you can listen to criticism, but not negativity.
Above all, these conversations may save you time by:
- Giving you key advice or information, particularly a historical or situational context
- Telling you NOT to do something
- Getting initial feedback
- Learning “the unwritten rules” of an organisation.
* For clarity, the use of ‘you’ below might refer to a group or an individual, or professional or personal situation.
1. What are you trying to achieve? And why?
The second question is often more important. Why do you want to achieve that – but not another – specific outcome?
You can’t know if you have the right goal until you compare and contrast it with another goal.
2. Is your objective big picture or specific?
If your written objective is broad or big picture, it’s likely to be a goal, not an objective. If it’s specific or focused, it’s likely to be an objective, not a goal.
Does it matter if it’s one or the other? YES. Goals provide direction. Objectives track your progress. One without the other is like cutting off a leg.
Again, just so we’re clear: a goal is what you want, an outcome is what you get.
3. Always start the goal or objective with an active verb.
For some people it’s helpful to think of writing an objective as if you were writing a recipe. Every recipe instruction begins with an active verb: such as heat, measure, marinate, mix, stir, fry. Active verbs make the statement sound ‘do-able’ if not exact.
Do not think your first draft is the final draft. Share them. Ask for critical feedback. Ask yourself if you can improve them (more clarity or conciseness, better language).
4. Define the scope (the boundaries) and outcome (what exactly must you have after the task is complete).
Here’s something helpful I found from the National Institutes of Health: the components of a well-defined objective (the ABCD Model).
- Audience: Who is this for?
- Behaviour: What will they do?
- Condition: Under what circumstances or situation?
- Degree: How well must it be done?
5. Keep it simple.
Keep the objective to 1-2 sentences, or no more than 30 words. If you don’t know what to cut, immediately axe all adjectives (“big”) and adverbs (“just”).
Regardless of what you think of SMART, one aspect should be included in all objectives: always ensure there is a precises time frame when the objective must be achieved. If you don’t tell your audience by when something needs to occur, they’ll likely choose a looser time frame or one that fits their own agenda.
6. If relevant, apply the principles of SMART.
There are many articles for and against SMART – both intelligent and idiotic. But, they are a simple set of standards to use as a first draft.
Once you have a ‘discuss-able’ list, by all means look to other systems to refine and improve your objectives.
An excellent variation is FAST, a system created by the Massachusetts Institute of Technology and highlighted in this article from its Sloan Review, entitled “With Goals, FAST Beats SMART.” (A subscription may be required.)
Any other thoughts or suggestions on how to improve how someone writes an effective objective? Please add your thoughts and comments below.
No comment yet, add your voice below!