Yeah we all know how valuable S.M.A.R.T. goals are, but when urgent demands keep coming from this team or that executive we can fail to get everyone to chill for a minute and assess the goals.
If you want to be seen as a valuable communications counselor and not just an order-taker, filter all projects through your S.M.A.R.T. Goals-O-Meter and act accordingly.
S
Specific
Project goals should be as clear and specific as possible. What is the business objective? Pro tip: If the answer to “Why are you running this communication campaign?” is simply “To build awareness” then you don’t actually have a goal.
M
Measurable
You need to track progress so you know where you are, and as a way to determine success so you know what you accomplished. Be careful of measuring things just because they are easy to measure, which might just give you metrics without meaning.
A
Achievable
Have “under-promise and over-deliver” tattooed on your forearm. Consider the impacts of project risks. Remember that resources and time are constraints, and that scope creap can doom you. Beware when someone else has power over whether a goal is achieved, because they might not care about it nearly as much as you do.
R
Relevant
Recognize when a goal that is achievable and measurable is not actually relevant to the business need. For example, if increasing online sales per visitor is the actual need, then a goal of driving more traffic might be achievable and measurable but in the end may not be relevant.
T
Time-bound
A definition of a project is that it has an end. Set an appropriate deadline so you have a target and can assess progress against it. This helps everyone involved know how to prioritize their efforts.
Bottom line:
If you lead a team you should encourage conversations around the best ways to establish and assess S.M.A.R.T. goals. Being impatient and just wanting to “get on with things” can leave a lot of operational success and impact on the table.