Examples Of Smart Goals For Healthcare Workers
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According to a study from Dominican University, people who write down their goals achieve significantly more than those who don’t.
Examples Of Smart Goals For Healthcare Workers
But as many employees can attest, it’s not enough to put ideas on paper. The study also found that accountability and public engagement motivate us to work harder.
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The reason is as obvious as it is often overlooked. Written goals are easier to remember, feel compelling to achieve, and motivate an individual or team consistently over time.
Accountability provides ownership of the goal. The individual responsible for the task feels connected to it and knows that he will be rewarded (if only emotionally) for achieving it. Moreover, they know that they will feel unpleasant consequences if they fail to achieve this. This touches on basic psychological principles of motivation and achievement.
Public engagement adds something of both. It is a kind of “writing” of it, even if the obligation is only spoken. First of all, almost everything that is published publicly today is encoded in one way or another. But even if it is an informal commitment, spoken out loud to team members, or family members, or a life partner or even in a hobby, human beings feel an extra motivation to fulfill what they have publicly committed to. do. Our reputation is affected, as is our reputation and our ability to influence others.
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Despite these findings, many companies still struggle to set and achieve goals in a way that maximizes business success—a place where individual, team, and organizational goals should ideally work in harmony.
In this article, we provide a detailed definition of the SMART goal framework, along with numerous examples of SMART goals designed to help your team effectively plan for results.
In addition, we provide some layman’s insight into how and why the SMART goal framework works so well in human psychology.
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Whether we want to improve our fitness, buy a house, or learn a new skill, we can all agree that it’s good to define the things we want to achieve. If not defined, the wants or desires remain unclear.
And problems arise when we don’t define these things sufficiently. Usually, our goals are too vague and unformed to effectively induce the behaviors necessary to experience them.
By emphasizing characteristics that the average goal lacks, a SMART goal is less vague, setting the stage for successfully achieving goals and getting things done. This makes this framework ideal for use in conjunction with OKRs (Objectives Key Results) or other KPIs you use to manage business and company performance.
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In a world of low or no publicity for individual goals (personal best time, learning a new guitar scale in a month, mastering a new grammatical construction in a foreign language in three weeks), we can practice and get to know SMART goals.
That way, it’s like using a new app that’s free for personal use, so people can eventually decide to use it for their professional teams. It’s a great way to learn SMART goal setting and maintain the skill.
And can you feel the difference in the way they make you feel? This is important because emotions enable action. SMART goals simply feel better because they are built within parameters that motivate people to succeed at them.
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These examples of SMART goals in a personal context are especially exciting because we as individuals can adopt one right now, as a personal experiment.
As you do this, you will feel the change in clarity, motivation and self-responsibility that are part of the internal motivations that make SMART goals much more achievable than simple goals.
The S in SMART stands for specificity, and this is one of the most important characteristics of a SMART goal.
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When an organization tasks its sales team with closing more deals, there’s a reason the C-suite doesn’t leave “more” open to interpretation. They’ve already calculated the recurring monthly income needed to meet year-end goals—and use this information to create clear goals that leave no room for confusion about expectations.
The specification also extends to non-monetary goals. When a manager, for example, puts an employee on a performance improvement plan, it outlines exactly what the employee must achieve in order to avoid being fired and keep his job.
In less extreme scenarios, the principle is the same: determine what should happen without uncertainty.
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The specification not only meets the need for measurement and accountability. More importantly, it provides psychological benefits to the team, teams, or team members responsible for the goal.
When you know what is expected of you and know how you can reap the rewards (even if they are only of an emotional or social nature within the team), then you are much more energetic, persistent and creative in achieving your goal.
A rarely noticed but extremely powerful result of SMART goals is the gamification they bring to the effort. Perhaps the oldest game of all is target shooting. It could be rocks, spears, golf balls or email campaigns. If you have a goal, you have a game. And this is the main attraction and pleasure of the competition.
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Well, you might want to try it now. Maybe you want to see how it feels to write down a specific goal, even if you’ve done it many times before. You can write it down now, in your journaling app – or on a napkin. Maybe it’s a professional or personal goal.
As the famous management guru Peter Drucker said, “What gets measured gets done.” This is especially true when it comes to setting goals. Measurability promotes accountability.
Take, for example, writing a novel. Left unchecked, a lofty goal like this tends to generate a rush of excitement before falling asleep.
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A would-be novelist begins with great motivation, only to be discouraged by the enormity of the task. It is very vague. How long should it be? There is no way a person can write 300,000 words – or 100,000 words, or even 50,000 words – all at once. So the task just seems amorphous.
With a framework of SMART goals, any epic undertaking can be turned into a series of manageable actions that help us stay on track. If one of your goals is to write a novel, a SMART goal might be something like “spend 1-2 hours every day writing 300 words for the next 6 months.”
But not all goals will require elaborate plans or have quantitative measures. If you hold a bi-weekly team meeting to share project updates, the measure is binary—have team members shared the status of their projects? If the answer is yes, you have achieved your goal.
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Achievable goals are more important than many businesses realize. Companies that go overboard without thinking about whether their goals are actually achievable tend to miss targets while unwittingly damaging morale in the process.
Employee morale is not the only thing that has been damaged. Confidence and leadership skills are also affected. Stakeholders who have been led to believe that the team will somehow achieve the impossible may become disillusioned with leadership. Especially in times of digital transformation, most stakeholders don’t have the information, expertise, or time to assess the credibility of an executive’s wildly unrealistic forecasts — to the bitter disappointment that follows quarter after quarter.
On the other hand, organizations that can accurately predict what is possible are more likely to achieve goals and maintain enthusiasm in teams.
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This is not to say that companies should avoid setting ambitious goals (growth often depends on it), but balancing aspiration with the possible is key to their continued achievement.
Metrics are important, but sometimes we can focus so much on the numbers that we lose sight of the factors that affect their importance and our ability to hit them.
Almost every business goal is more or less important. Leaders who consistently lift their teams and companies to new heights and consistently beat the competition know how to choose
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Saying YES to anything always means No to a million other goals. What goals are you saying No to, choosing what you have chosen?
It’s important, enlightening, and exciting to ask these questions as you get to the Relevance stage of setting your SMART goals.
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This happens personally and professionally, so SMART goals should be relevant and realistic for the individual, the team and the business.
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Without both features in play, companies may not set goals for goals’ sake—a practice that often leads to poor decision-making and wasted time at best, and low morale and unethical behavior at worst.
A successful SMART goal framework involves setting goals that are reasonable, realistic and achievable before any work begins.
Deadlines give momentum to our goals. Without the appropriate pressure to achieve within a certain time frame, many goals can run endlessly (or worse, stop the process altogether).
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Endlessly. So we naturally distract ourselves by processing the work, gathering more information, advancing the mission, expanding or narrowing the scope of the work—anything other than completing the results.
Without a deadline, all this lack of efficiency and focus is perfectly natural, perfectly rational,
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