While it’s all fine and good to just say “hire the right people”, that’s a gross oversimplification. Those people became “right” through time and dedication, which led to experience. Not every employee will be a “right person” and none of them started out as one. Also consider that not every manager is a “right person”, so making SMART goals protects you from their managerial inadequacy.
SMART lays out how to both set and receive tasks, goals, assignments, etc., that are clearly defined. A goal lacking in one or more of these elements is what is commonly referred to as a “shitty goal”. Why? I’ll lay it out using the acronym from the perspective of an employee, plus an example for each of what can happen when that information is missing.
Specific: what does my boss actually want from me? Converse - I completed the wrong task.
Measurable: how do I prove I did the task and how well it was done? Converse - I did great work but can’t prove to the client how great it is.
Achievable: can the task actually be done with the time, knowledge, and resources available? Converse - I agreed to complete a task which turned out to be impossible given our resources.
Relevant: how does the task relate to the job/project/etc? Converse - I completed an unnecessary task. Now I have to work even more to undo it and complete what actually does need to be done.
Time: when does this need to be done by? Converse - I completed the task after it was needed, putting the project behind.
If you’re missing any of those parameters, you’re either not giving your people enough information or they aren’t asking enough questions. I’d love to hear how work can be consistently done well if any of that is missing.
Those “right people” you mentioned are likely already incorporating these elements into communications with you. Dare say that makes them… SMARTer than you? Heyo!
While it’s all fine and good to just say “hire the right people”, that’s a gross oversimplification.
I’d say it’s combination of chemistry and luck. I have one position that, thank god, it now filled with a really cool dude who took the job based on the flexibility it offers, but I’ve been here five years and had six people in that role before he came along. Then I have a lady who, on paper, didn’t look very qualified, but she came across as confident and honest in her interview. I’ve promoted her three times in four years. All that was a combination of the interview chemistry plus a ton of luck.
And yes, they are all indeed smarter than me in multiple ways! The other managers are insanely jealous of my team. I guess I, for once in my life, got lucky!
While it’s all fine and good to just say “hire the right people”, that’s a gross oversimplification. Those people became “right” through time and dedication, which led to experience. Not every employee will be a “right person” and none of them started out as one. Also consider that not every manager is a “right person”, so making SMART goals protects you from their managerial inadequacy.
SMART lays out how to both set and receive tasks, goals, assignments, etc., that are clearly defined. A goal lacking in one or more of these elements is what is commonly referred to as a “shitty goal”. Why? I’ll lay it out using the acronym from the perspective of an employee, plus an example for each of what can happen when that information is missing.
Specific: what does my boss actually want from me?
Converse - I completed the wrong task.
Measurable: how do I prove I did the task and how well it was done?
Converse - I did great work but can’t prove to the client how great it is.
Achievable: can the task actually be done with the time, knowledge, and resources available?
Converse - I agreed to complete a task which turned out to be impossible given our resources.
Relevant: how does the task relate to the job/project/etc?
Converse - I completed an unnecessary task. Now I have to work even more to undo it and complete what actually does need to be done.
Time: when does this need to be done by?
Converse - I completed the task after it was needed, putting the project behind.
If you’re missing any of those parameters, you’re either not giving your people enough information or they aren’t asking enough questions. I’d love to hear how work can be consistently done well if any of that is missing.
Those “right people” you mentioned are likely already incorporating these elements into communications with you. Dare say that makes them… SMARTer than you? Heyo!
I’d say it’s combination of chemistry and luck. I have one position that, thank god, it now filled with a really cool dude who took the job based on the flexibility it offers, but I’ve been here five years and had six people in that role before he came along. Then I have a lady who, on paper, didn’t look very qualified, but she came across as confident and honest in her interview. I’ve promoted her three times in four years. All that was a combination of the interview chemistry plus a ton of luck.
And yes, they are all indeed smarter than me in multiple ways! The other managers are insanely jealous of my team. I guess I, for once in my life, got lucky!