Getting Results with S.M.A.R.T. Goals

I’m sure most of you have heard have about S.M.A.R.T. goals, especially if you’re in any type of management field. The adage is that in order to reach your goals, whether personal or business, they need to be S.M.A.R.T - meaning Specific, Measurable, Achievable, Relevant and Timely. 

Since learning about them twenty years ago, I have had the opportunity to create, assist in creating or review a LOT of S.M.A.R.T. goals for many different types of organizations. Some goals were very well written and others were quite honestly terrible. That’s why I wasn’t surprised when I was reading "Why Managing Sucks and How to Fix It" by Cali Ressler and Jody Thompson and discovered that they included a chapter on S.M.A.R.T. goals.

I call them my new HR gurus and they believe that while the S.M.A.R.T. goal methodology is sound, it lacks a clear outcome piece that is important to getting the results you want as a company. The book talks about their ROWE concept - ROWE standing for Results Only Work Environment.

Their premise is that in order to be successful nothing else matters except results. 

It doesn't matter if employees work 20 hours or 60 hours. It doesn’t matter if they work at home, a coffee shop or at the office. In fact, it doesn’t matter when, where or how long they work—the only thing that matters is results. 

They believe if you instill in your employees a crystal clear picture of the outcome (or the results) you are expecting they will achieve those results…IF they are responsible and self motivated and IF you don't let management get in the way. They feel that a lot of things companies do actually waste time, disengage employees and take the focus off results - therefore making them ineffective or financially off the mark. 

Things like mandatory meetings, sitting in traffic when you could be working (at home or the coffee shop down the street), meeting core office hour requirements and fielding constant interruptions because you have to be in the office and working with people who aren't held accountable and end up slowing down the process for others should be eliminated in order to make employees more productive and focused on results.

Holding everyone accountable especially for the results (notice I said "holding accountable," not blaming) and taking appropriate action when the employee doesn't achieve the expected results is crucial. 

One other thing they suggest is taking your wordy, paragraph long mission statement and asking "IF we actually do what our mission statement says, then what?" The example they give on page 121 is eye opening. I will let you read it for yourself. It really makes a company's outcome crystal clear and I believe them when they say if a company embraces a results-only work environment, higher success just happens.

So keep writing those S.M.A.R.T. goals but I am going to get clear on the ultimate outcome and results I want as a company and add it to my goals. 

Maybe you should, too. If you do, let me know how it turns out.

Bad Behavior in the Computer Age

A colleague and good friend of mine, Rob Joseph of FastTeks On-site Computer Services, recently shared an article with me that made me think.  The article was entitled "Bad Behavior, Not Maleware, Puts More of Your Corporate Data at Risk", written by Ken Hess. 

The article reveals:

63% of employees use remote storage devices to transfer confidential work files

45% of employees use consumer sites like DropBox and Box.net

30% of employees use cloud storage services

60% of employees use personal email to transfer work info

Nearly 75% think IT approves of this behavior

To top it all off "almost one third of the employees who use their personal e-mail to transfer work information know their computers have been hacked."  

In other words, without meaning to, your employees are opening the door to potential threats.  

In my opinion, this is a case of not supplying your "first most precious asset"—your employees—with the right tool to protect your "second most precious asset"—your company data. My friend Rob would say I have the first and second mixed up, but he is an IT guy and entitled to his opinion.

From an HR perspective it should go like this:

• Provide employees the tools, processes and procedures to protect company data the safest way.
• Train ALL employees on how to properly transfer files from one company location to another without using personal cloud services, USB sticks or SD cards.
• Occasionally monitor or spot check for compliance.
• Provide more training on a routine basis as a reminder or whenever technology changes.

My friend Rob can answer any technical questions and even provide training.  I can help you with writing an air-tight policy and help you enforce it.  Thanks Rob - it is great to have a colleague like you!  You can contact Rob at:  480-802-4007 or rjoseph@fastteks.com.

And You Wonder Why Employees Can't Support Their CEOs

The CEO of a well known company (GoDaddy) has pushed some limits in the past and recently irked PETA and others.  Seems this popular "leader" was enjoying a much needed vacation in Africa when his "help the masses" spirit kicked in.  He decided to help the local tribes people by killing an elephant that was destroying crops.

In part of his interview he seemed satisfied that he had provided a valuable service to the people by providing them with food and saving their struggling crops.

The old story of "give a man a fish" immediately came to mind.  In my opinion he fell short of providing a truly valuable service to the tribe by not spending a little more and providing them with tools that would provide a more permanent solution.  I can't help but wonder if he treats his employees the same way.  It's important that a company leader provide tools to their employees that offer more longer lasting solutions to their work problems.  This is the best way to empower and engage employees.

Another thing I wonder about is if he even considered that some of his thousands of employees may be PETA supporters.  While he may try cloaking his love of hunting behind a curtain of supposedly helpfulness, his employees can see right through it.  PETA awarded Bob Parsons the "scummiest CEO" of the year award - I'll just give him the most arrogant CEO of the year award for not considering his employees before boasting about his exploits.