Transcript HEADLINE IN ALL CAPS

FOR YOUTH DEVELOPMENT
FOR HEALTHY LIVING
FOR SOCIAL RESPONSIBILITY
WE KNOW YOU’RE
SMART………BUT ARE YOUR
GOALS?
WRITING SMART GOALS
WEBINAR
February 7,2012
S.M.A.R.T. GOALS
• THE ACRONYM S.M.A.R.T.
OUTLINES THE SET OF CRITERIA
THAT YOUR GOAL MUST FOLLOW
IN ORDER FOR IT TO BE A WELLFOCUSED AND ACHIEVABLE
GOAL.
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| Writing SMART Goals | ©2010 YMCA of the USA
S.M.A.R.T. GOALS
Are your Goals S.M.A.R.T.?
Specific:
Do you know
exactly what
you want to
accomplish
with all the
details?
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Measurable:
Are you able
to assess
your
progress?
| Writing SMART Goals | ©2010 YMCA of the USA
Attainable:
Is your goal
within reach
given your
current
situation?
Relevant:
Is your goal
relevant
towards your
job and role?
TimeBound:
What is the
deadline for
completing
the goal?
SPECIFIC
•Specific Goals:
– Not general
– Clear and unambiguous
– Provide expectations
– Explain importance
– Discuss who is involved
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SPECIFIC
•Specific Goals will usually answer questions
such as:
– Who is involved?
– What do I want to accomplish?
– When will it happen?
– Where is it going to happen?
– Why do you want to do it?
– How are you going to do it?
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| Writing SMART Goals | ©2010 YMCA of the USA
NOT SPECIFIC……
“ I want to write a book”
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SPECIFIC…...
“In order to improve my time
management skills, I am going to write
a book on it that is at least 200 pages
in length and have it done by
December 16th. I’ll commit myself to
writing at least 2 pages every workday
until I reach completion.”
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| Writing SMART Goals | ©2010 YMCA of the USA
MEASURABLE
•Measurable Goal:
– Criteria for measuring progress
– Help us stay on track
– Allow us to reach target dates
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MEASURABLE
•A Measurable Goal will usually answer
questions such as:
– How much?
– How many?
– How will I know when it is accomplished?
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| Writing SMART Goals | ©2010 YMCA of the USA
NOT MEASURABLE……
“I want to be rich.”
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MEASURABLE……
“ I want to generate $100,000 in extra
income within 5 years from this date.”
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ATTAINABLE
•Attainable Goals
– Challenging but not extreme
– Most important to you
– Utilize your strengths
– Develop an area of opportunity
– Realistic for your situation and skill level
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ATTAINABLE
•An Attainable Goal will usually answer the
question:
– How can the goal be accomplished?
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NOT ATTAINABLE……
“I want to become a millionaire in 2
months.”
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ATTAINABLE…..
“I want to become a millionaire within
10 years by starting my own personal
development company and doing
seminars all over the world and by
creating a line of passive income
products.”
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RELEVANT
•Relevant Goals
– Goals you can reach
– Have a willingness and ability to work towards
– Support the mission
– Support department, individual and/or branch
plans
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RELEVANT
•A Relevant Goal will usually answer
the question:
– Does this seem worthwhile?
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NOT RELEVANT……
“Within one year, I want to become a
master at the video game donkey
kong.”
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RELEVANT
“By the end of the year, I want to build
a philanthropic foundation that helps
feed the homeless.”
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TIME BOUND
•Time-Bound Goals
– Commits to a deadline
– Creates a focus on specific target area(s) and
timeframes
– Establishes a sense of urgency
– Prevents goals from being overtaken by day-today tasks
– Can be short, medium or long-term
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TIME BOUND
•A Time-Bound Goal will usually answer the
question:
– When?
– What can I do 6 months from now?
– What can I do 6 weeks from now?
– What can I do today?
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NOT TIME BOUND…….
“I am going to do my workout.”
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TIME BOUND
“I am going to finish my workout by
8pm tonight and I will achieve this
deadline by spending 15 minutes on
each area I am concentrating on.”
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LET’S PRACTICE……
Example – I will lose weight
Specific?
Measurable?
Attainable?
Relevant?
Time- Bound?
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LET’S PRACTICE……
Example – I will lose weight
No
Specific?
No
Measurable?
Who knows?
Attainable?
Maybe
Relevant?
No
Time- Bound?
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LET’S PRACTICE……
Example –To improve my health, I will
lose 10 pounds by August 15, 2012
Specific?
Measurable?
Attainable?
Relevant?
Time- Bound?
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LET’S PRACTICE……
Example –To improve my health, I will try
to lose 1 pound a week but a total of 10
pounds by August 15, 2012
Specific?
Measurable?
Yes – lose 10 pounds
Attainable?
Relevant?
Yes – 1 pound a week
Time- Bound?
Yes – by August 15, 2012
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Yes – compare weight before
& after
Yes – lose weight to improve
health
LET’S PRACTICE……
Example – I will increase revenue in the
Aquatics Department by August 30, 2012
Specific
Measurable
Attainable
Relevant
Time Bound
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| Writing SMART Goals | ©2010 YMCA of the USA
LET’S PRACTICE……
Example – I will increase revenue in the
Aquatics Department by August 30, 2012
Specific
Measurable
No
Attainable
Relevant
Time Bound
Who knows?
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Yes- but not how or
specifically
Maybe
Yes- but unclear of how and
what
LET’S PRACTICE……
Example – To increase revenue in the Aquatics
Department by 20%, I will develop a new
parent/child aquatics class by August 30, 2012
Specific
Measurable
Attainable
Relevant
Time Bound
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LET’S PRACTICE……
Example – To increase revenue in the Aquatics
Department by 20%, I will develop a new
parent/child aquatics class by August 30, 2012
and set aside 2 hours a week to focus on this.
Specific
Measurable
Yes- new Parent/Child class
Attainable
Yes- I will set aside 2 hours
each week towards
accomplishing this goal
Relevant
Yes- adds revenue & increases
participation for aquatics
department
Time Bound
Yes- with this deadline, this
new class will be rolled out in
the Fall session
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Yes- by comparing revenue
before and after
LET’S PRACTICE……
Example – In an effort to improve member
expectations, we will implement a member comment
card process and select a task force to analyze and
respond to data received by December 31, 2012.
Specific
Measurable
Attainable
Relevant
Time Bound
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LET’S PRACTICE……
Example – In an effort to improve member
expectations, we will implement a member comment
card process and select a task force to analyze and
respond to data received by December 31, 2012.
Specific
Yes, implement a member
comment card system
Measurable
Yes, by implementing
comment card system and
task force to respond/analyze
data to look for positive trends
Attainable
Yes, by implementing system
and having monthly task force
meetings to respond to
comments received
Relevant
Yes, to improve member
expectations
Time Bound
Yes, by December 31, 2012
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LET’S PRACTICE……
Example –
Specific
Measurable
Attainable
Relevant
Time Bound
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LET’S PRACTICE……
Example –
Specific
Measurable
Attainable
Relevant
Time Bound
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Performance and
Development Summary –
Exempt
Name:
Title:
Check Review Type:
 90-Day
 Annual
 Self
 Supervisor
Business Unit/Facility:
(as it appears on employee’s paycheck)
List 2011 Major Actions, Highlights, and Achievements. Should include supervisor’s overall assessment, performance trends and key areas requiring
additional attention from 2011 Performance Goals.
Consider the Employee’s performance against expectations. Indicate the Employee’s performance level by checking the relevant box.
Competency Rating: D=Distinguished ES=Exceeds Standards MS=Meets Standards BS=Below Standards
D
ES
1. Initiative – Takes action on his/her own when the situation calls for it; maintains and projects a positive and proactive outlook; is resourceful and
creative in solving problems.
2. Achieving Results – Demonstrates commitment to organizational goals; establishes high standards and challenging goals; puts a priority on getting
results; persists in the face of obstacles; conveys a sense of urgency; brings issues to closure.
3. Communication – In verbal and written communication clearly articulates the key points of an issue; prepares well-organized presentations; uses an
effective delivery style. Uses active listening skills (open-ended questions, reflections, summaries, and affirmations) when interacting with members and
fellow staff.
4. Leadership – Provides leadership by example; defines a vision and engages employees in pursuit of the vision; models organizational values; inspires
commitment in others; recognizes others’ contributions; celebrates diversity and welcomes differences.
5. Problem Solving and Decision Making – Analyzes problems using a sound problem solving strategy; identifies underlying issues and root causes in
complex problems; considers problems from multiple perspectives; develops effective solutions.
6. Teamwork/Working With Others – Supports team efforts; builds a spirit of participation and belonging; builds group cohesiveness by emphasizing
team objectives and reinforcing cooperation.
7. Interpersonal Skills – Builds and maintains effective working relationships; develop and leverages an effective network; values others opinions and
ideas; remains open to feedback; effectively partners with other departments and outside resources.
8. Member Service Orientation – Accurately diagnoses member needs, identifies member interests, and is proactive in addressing those interests and
needs; establishes member rapport and communicates effectively with members; puts the needs of the members first.
9. Supervising and Developing Others – Identifies and develops talent; recommends and supports training and development opportunities; provides
timely, objective performance feedback; deploys talent to optimize performance; builds bench strength.
10. Job/Organizational Knowledge – Prepares business, operating, and/or project plans; understands key business and financial metrics including the
budget; has a broad understanding of the outside competitive environment.
11. Pressure Tolerance/Energy/Resilience – Maintains and communicates a high level of enthusiasm, commitment and focus to all Employees. Manages
stress and maintains energy level. Bounces back from challenges quickly
12. YMCA Community – Displays loyalty and commitment to YMCA mission and values; implements caring, honesty, respect and responsibility into
the daily activities of the program; mirrors positive YMCA image to members and staff; demonstrates understanding and respect for people of all
backgrounds.
Other: List other competency required of this Employee’s particular position
Other: List other competency required of this Employee’s particular position
Other: List other competency required of this Employee’s particular position
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MS
BS
N/A
Key Strengths
Key Development Needs
List 2012 SMART Goals and/or Objectives (Please refer to list of Top Priority Competencies designated to your leadership level)
Employee Comments (Attach Additional Sheets if Required)
Overall
Performance
Rating
D Distinguished
ES Exceeds Standards
MS Meets Standards
BS Below Standards
Approval / Print and Sign
Supervisor / Date:
Employee / Date:
DISTRIBUTION: Original – Employee’s File
37 | Writing SMART Goals | ©2010 YMCA of the USA
Copy – Employee
YMCA OF METRO CHICAGO
[New Competencies to be used for setting 2012 Goals]
TOP PRIORITY LEADERSHIP COMPETENCIES (for Full-Time Staff)
Leadership Level: LEADER
Sample Positions in this LEADER level: child care teacher, social worker, program staff (w/o supervisory responsibilities), administrative assistant, accounting coordinator,
marketing coordinator.
COMPETENCIES BEHAVIOR INDICATORS
Values
Inclusion
Relationships
Communications
Quality Results
Self Development
Functional Expertise
Consistently demonstrates the Y’s values. Show a genuine concern for the needs, feelings, and well-being of others, even under stress. Acts with integrity
and credibility in all situations.
Displays ease and comfort with people of different backgrounds, abilities, opinions, and perceptions. Works effectively with all members of a diverse
team. Seeks out and includes others in order to gather new and different points of view.
Develops and maintains mutually beneficial relationship with volunteers, members, and colleagues at all levels of the organization. Proactively assists
others in meeting goals by sharing information and resources. Welcome opportunities to work in small communities (i.e. committees, groups, teams).
Uses appropriate communication methods or styles to ensure the message is understood, especially by diverse audiences. Writes in a clear, concise, and
logical fashion to ensure understanding. Listen actively by asking open-ended questions.
Delivers a high-value experience to members and participants. Partners with supervisors to set and clearly articulate goals. Monitors own performance
against standards and takes quick and appropriate actions to stay on course.
Continuously works at developing functional competencies and operational skills. Continuously pursues and applies new and better ways to get work
done. Takes advantage of informal learning opportunities; listens and observes to gain new insights. Seeks to expand capabilities, skills, and knowledge
through stretch assignments.
Has the function and technical knowledge and skills to do the job at a high level of accomplishment. Uses best practices, guidelines, and industry standards
as a framework to improve performance.
In collaboration with staff, supervisors may select two (2) additional competencies for their staff in creating 2012 SMART goals and objectives. All 18 competencies and behavior indicators are listed in
the Leadership Competency Development Guide under “Staff & Volunteer Development” at www.ymcaexchange.org (username: ymca / password: 9622).
38 | Writing SMART Goals | ©2010 YMCA of the USA
YMCA OF METRO CHICAGO
[New Competencies to be used for setting 2012 Goals]
TOP PRIORITY LEADERSHIP COMPETENCIES (for Full-Time Staff)
Leadership Level: TEAM LEADER
Sample Positions in this TEAM LEADER level: child care site supervisor, day camp director, program manager and coordinator (w/ supervisor responsibilities), program
director, front desk supervisor, business manager, Metro Office-any manager level positions.
COMPETENCIES
BEHAVIOR INDICATORS
Values
Models and teaches the Y’s values to other. Cultivate trust in others through direct and hones interactions. Keep confidence and earns the trust of others.
Interacts in a candid and straightforward manner.
Actively leads Y inclusion and diversity activities, strategies, and initiatives. Appropriately addresses and corrects behaviors and practices that don’t
support inclusion. Encourages everyone to work well with each other, regardless of dimensions of diversity. Actively looks for and incorporates different
points of view when making decisions.
Builds effective teams and committees by fostering common vision and plans. Assesses team dynamics and takes appropriate actions to engage team
members in the task at hand. Manage conflict constructively so that disagreements lead to useful and productive discussions. Cooperates with others
knowing when to follow and when to lead.
Communicates needs and goals effectively to team members and individuals. Ensures that regular, consistent communication takes place within area of
responsibility. Creates and delivers presentations and messages suited to the characteristics and needs of the audience. Tell stories of the Y’s cause and
impact in the community.
Holds staff accountable for high-quality, timely, and cost-effective results. Defines clear goals, objectives, and measurements for staff members. Utilizes a
process to measure progress against strategic goals and ensure continuous improvement. Continually meets and exceeds staff and member expectations.
Takes every opportunity to improve personal management and leadership skill. Has a passion for learning that drives the pursuit of new knowledge and the
discovery of new idea. Listens and observes to gain new insight and continually improve performance.
Has the function and technical knowledge and skills to do the job at a high level of accomplishment. Uses best practices, guidelines, and industry standards
as a framework to improve performance.
Defines tasks and milestones; delegates to ensure the optimal use of resources to meet those objectives. Organizes time and resources in an effective way.
Sets, communicates, and regularly assesses priorities so that projects stay on time and on target to meet the stated goals. Assists individuals and teams, as
necessary, in setting realistic goals.
Inclusion
Relationships
Communications
Quality Results
Self Development
Functional Expertise
Project Management
In collaboration with staff, supervisors may select two (2) additional competencies for their staff in creating 2012 SMART goals and objectives. All 18 competencies and behavior indicators are
listed in the Leadership Competency Development Guide under “Staff & Volunteer Development” at www.ymcaexchange.org (username: ymca / password: 9622).
39 | Writing SMART Goals | ©2010 YMCA of the USA
Performance and
Development Summary –
Sample 2
Name:
Title:
Check Review Type:
 90-Day
 Annual
 Self
 Supervisor
Business Unit/Facility:
(as it appears on employee’s paycheck)
List 2011 Major Actions, Highlights, and Achievements. Should include supervisor’s overall assessment, performance trends and key areas requiring
additional attention from 2011 Performance Goals.
Overall, Frank exhibited a strong performance as an Operations Director over the past year. This is particularly impressive as he was only promoted into the position in May from
Program Director and quickly asserted his leadership to lead his team to great success. Moreover, he inherited a brand new staff due to a previously high level of turnover (62%)
among part-time employees. Frank met almost all of his performance objectives, and particularly shined in the Members area where he developed a member satisfaction process
that led to a 25% increase in membership over LY. While he missed his revenue goal by 18%, this was in part due to a major remodeling that decreased member traffic in fitness
in the spring. The turnover among Employees is still higher than it should be, but Frank has put together a game plan around integrating new hires and spending more time
mentoring them that hopefully will bring those numbers down. Passionate as he is, Frank still can tend to exhibit too much frustration with demanding members, which is not
good for Employees to see in their leader.
Overall, Frank is a results-oriented, passionate leader who has eagerly taken on this new challenge. He has a tremendous knowledge of the business and consistently makes savvy
decisions that address both short- and long- term issues in the center. In terms of development, he would benefit from managing his frustrations and stress, as well as
implementing better planning systems. Over the next year, Frank needs to demonstrate he can develop and retain his team, as well as effectively plan for a competitor’s opening in
October. Frank is well-placed in his position, and will continue to develop from additional experience as Ops. Director.
Consider the Employee’s performance against expectations. Indicate the Employee’s performance level by checking the relevant box.
Competency Rating: D=Distinguished ES=Exceeds Standards MS=Meets Standards BS=Below Standards
D
ES
1. Initiative – Takes action on his/her own when the situation calls for it; maintains and projects a positive and proactive outlook; is resourceful and
creative in solving problems.
2. Achieving Results – Demonstrates commitment to organizational goals; establishes high standards and challenging goals; puts a priority on getting
results; persists in the face of obstacles; conveys a sense of urgency; brings issues to closure.
3. Communication – In verbal and written communication clearly articulates the key points of an issue; prepares well-organized presentations; uses an
effective delivery style. Uses active listening skills (open-ended questions, reflections, summaries, and affirmations) when interacting with members and
fellow staff.
4. Leadership – Provides leadership by example; defines a vision and engages employees in pursuit of the vision; models organizational values; inspires
commitment in others; recognizes others’ contributions; celebrates diversity and welcomes differences.
5. Problem Solving and Decision Making – Analyzes problems using a sound problem solving strategy; identifies underlying issues and root causes in
complex problems; considers problems from multiple perspectives; develops effective solutions.
6. Teamwork/Working With Others – Supports team efforts; builds a spirit of participation and belonging; builds group cohesiveness by emphasizing
team objectives and reinforcing cooperation.
7. Interpersonal Skills – Builds and maintains effective working relationships; develop and leverages an effective network; values others opinions and
ideas; remains open to feedback; effectively partners with other departments and outside resources.
8. Member Service Orientation – Accurately diagnoses member needs, identifies member interests, and is proactive in addressing those interests and
needs; establishes member rapport and communicates effectively with members; puts the needs of the members first.
9. Supervising and Developing Others – Identifies and develops talent; recommends and supports training and development opportunities; provides
timely, objective performance feedback; deploys talent to optimize performance; builds bench strength.
10. Job/Organizational Knowledge – Prepares business, operating, and/or project plans; understands key business and financial metrics including the
budget; has a broad understanding of the outside competitive environment.
11. Pressure Tolerance/Energy/Resilience – Maintains and communicates a high level of enthusiasm, commitment and focus to all Employees. Manages
stress and maintains energy level. Bounces back from challenges quickly
12. YMCA Community – Displays loyalty and commitment to YMCA mission and values; implements caring, honesty, respect and responsibility into
the daily activities of the program; mirrors positive YMCA image to members and staff; demonstrates understanding and respect for people of all
backgrounds.
Other: List other competency required of this Employee’s particular position
Other: List other competency required of this Employee’s particular position
40 | Writing SMART Goals | ©2010 YMCA of the USA
MS
BS
N/A
Key Strengths
Key Development Needs
Achieving Results: focuses on and creates processes and operational consistency
to increase efficiency and reduce cost.
Leadership: always does what he says he will do, which builds loyalty and trust
in his people.
Problem Solving and Decision Making: is forward thinking, and balances his
focus on both the long- and short- term
Interpersonal Skills: can lose patience and become outwardly frustrated in front of members
and staff
Teamwork/Working With Others: is very good at initiating relationships, but needs to
ensure that relationships are nurtured ongoing
Job/Organizational Knowledge: planning systems are not structured and do not have
contingency plans built into them; this leads to deadlines being missed
List 2012 SMART Goals and/or Objectives (Please refer to list of Top Priority Competencies designated to your leadership level)
Reduce turnover in the membership staff by 10% in the next quarter
Developing Others
 Frank will institute a buddy program for all new hires in the next month
 Frank will schedule monthly ½ hour mentoring discussions with each of his employee’s
Communication
 Frank will hold monthly staff meetings and use 20 minutes to debrief on the new hire process with team and brainstorm new ideas for improvement
Improve ability to model Y values to team when interacting with demanding members on a daily basis
Value
 On a daily basis Frank with model Y values when interacting with demanding members
 Begin a member survey on a monthly basis to evaluate how well Y values are displayed
Relationships
 On a weekly basis Frank will ask for feedback from staff as to how he is doing handling members and modeling Y values
Employee Comments (Attach Additional Sheets if Required)
Overall, I am very proud of my accomplishments this year. I want to do even better this year and prove that I can be an Executive Director within the next 2 years. It was hard
dealing with all of the turnover issues, but I think a lot of it was out of my control. And the remodeling project made it impossible for me to make revenue goals. I think I can do
better, especially in terms of learning more about Operations within other businesses. Once I do this, I think I will be ready for an ED role, and some day even become a Group
VP – I want to go as high as I can go in this organization.
Overall
Performance
Rating
D
Distinguished
Exceeds Standards
ES
MS Meets Standards
BS Below Standards
Approval / Print and Sign
Supervisor / Date:
Employee / Date:
DISTRIBUTION: Original – Employee’s File
41 | Writing SMART Goals | ©2010 YMCA of the USA
Copy – Employee
GETTING RESULTS FROM SMART GOALS
•Reflect regularly on your goal progress – at least
monthly
•Communicate the status to all stakeholders – your
supervisor, department, etc.
•Be accountable for ALL your results
– What’s working
– What’s not
– Revise goals, as needed
42 | Writing SMART Goals | ©2010 YMCA of the USA
QUESTIONS????
THANK YOU – ALICIA EDDY
[email protected]
312-932-1414
43 | Writing SMART Goals | ©2010 YMCA of the USA