SMART Goals, Clear Results
Everyone sets goals. The question is whether the goal is defined in a way that gives people a clear path to execute, or whether it sounds strong at first and becomes unclear once the work begins. Taking time to plan a goal can feel like slowing down, especially when there’s pressure to move quickly, but that time often pays off with fewer misunderstandings and preventable errors.
A lot of leaders assume they’re being clear because the goal makes sense to them. Problems show up later when different people walk away with different versions of what success looks like. Leaders carry the broader context and the responsibility for results, but teams need the goal translated into practical terms. People need to understand what the outcome should look like, how progress will be checked, what time and resources are actually available, and what standards have to be met. When those details are not identified, teams spend time clarifying after the fact, and small differences in understanding evolve into rework, delays, or missed expectations.
SMART goals work because they require those details to be defined before work starts. The structure pushes leaders to think through what often gets left unspoken, so expectations are understood and the team can act with confidence.
Self-Assessment: SMART Goals, Clear Results
Please take a few moments to contemplate the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership?
When I set a goal, do I describe the outcome in a way the team can picture, or do I rely on general language and assume people will figure out the details?
Do I define what “done right” looks like before work begins, or do I wait until something goes wrong and then clarify after the fact?
When I assign a goal, do I include a way to measure progress that the team can actually track, or do I keep the measurement in my own head?
Do I confuse activity with progress, especially when the team is busy and the goal feels urgent?
When I say a goal is achievable, am I considering staffing, time, tools, and competing priorities, or am I setting the goal based on what I wish were possible?
Do the goals I set connect clearly to current priorities, or do people have to guess why the goal matters right now?
When timelines change, do I reset expectations clearly, or do I assume everyone will adjust without needing the target restated?
After I share a goal, do I check whether people understood it the way I intended, or do I move on and hope it lands?
Remember, this self-assessment is just a starting point for understanding your knowledge of SMART Goals, Clear Results as a leader. It's essential to reflect on your responses and actively work on areas where improvement is needed. Additionally, working with your ECFL Leadership Coach or seeking feedback from a trusted mentor can provide valuable insights into your strengths and weaknesses.
“The more we learn about effective communication, the better we’ll be at leading, as our directives will be better understood.”
When a goal lacks definition, leaders often find themselves clarifying expectations after work has already begun. Time gets spent correcting assumptions that could have been addressed up front. SMART goals provide a practical structure for defining expectations in a way that holds up under real conditions. The value of the structure is not in the acronym itself, but in the discipline it requires. It asks leaders to think through details that are sometimes left implied and to make those details explicit before the work moves forward.
Specific keeps a goal from remaining broad or open to interpretation. Statements such as "improve performance" or "increase efficiency" may sound directionally correct, yet they do not describe the actual result expected. A specific goal defines the outcome clearly enough that someone else could explain it in similar terms, without needing to add personal assumptions about what success should look like.
Measurable ensures there is a clear way to confirm progress and completion. Without a defined measure, evaluation becomes subjective and conversations about results can lose focus. The metric does not need to be complex, but it does need to be understandable and consistently applied so that progress can be reviewed with shared criteria rather than opinion.
Achievable requires an honest look at the conditions surrounding the work, including time, staffing, tools, and competing demands. A goal that overlooks those realities can strain the team and weaken confidence in leadership. An achievable goal reflects ambition, but it also reflects awareness of the environment in which the work is taking place.
“If what you are doing is not moving you towards your goals, then it’s moving you away from your goals.”
Relevant keeps the goal aligned with current priorities and existing commitments. Work that is important in general may not be the right focus at a particular moment. A relevant goal supports the direction already set and reinforces what the team is being asked to emphasize, rather than adding a competing demand without context.
Time-bound establishes a defined timeframe that creates shared expectations around pacing and completion. Without a timeframe, effort can lose urgency and the goal can be deferred in favor of more immediate demands. A clear deadline helps people plan their work and make informed decisions when responsibilities overlap.
The value of SMART goals comes from doing the thinking before you share the goal. When the expectations are clear from the start, progress is easier to track and accountability is simpler because everyone is operating from the same standard before work begins.
When leaders take the time to put a goal on paper, ideas that felt straightforward in their head can look confusing once written out. Writing exposes what’s missing, like the measure, the deadline, or what “done” looks like. If you can’t write it clearly, your team won’t be able to execute it consistently.
Use the outline below to write one goal in a more disciplined way. Take your time and consider each step before moving on. We’re including a printable SMART worksheet with space to write each part of the goal.
S: Begin with the result you want to see and define the outcome early. Describe what will be true when the goal is complete. Avoid beginning with tasks or activities. The outcome should be specific enough that someone else could describe it in similar terms.
M: Identify how progress will be measured. Determine what indicator will show movement toward the result. Choose a measure that is practical and visible. If progress cannot be checked easily, refine the measure until it can be reviewed consistently.
A: Evaluate achievability under current conditions. Consider time, staffing, tools, and competing responsibilities. Decide whether the goal reflects those realities. If additional support is required, identify it now rather than discovering the gap later.
R: Confirm relevance to current priorities. Ensure the goal supports the direction already established. It should reinforce focus rather than divide it. If it does not clearly connect to what matters most right now, reconsider its timing.
T: Establish a defined timeframe. Set a clear deadline that matches the scope of the work. The timeframe should guide pacing and planning without creating unnecessary pressure.
After completing the template, review the goal as if you were hearing it for the first time. Ask yourself whether someone on your team would understand what is expected and how to begin. If the answer is uncertain, revise the language until the direction becomes easier to follow.
Writing a goal using the SMART structure is a starting point, not the finish line. How that goal gets communicated, tracked, and reinforced determines whether it actually produces results. These practices focus on the habits that make goals usable for the people responsible for the outcome.
Best Practices for creating SMART goals:
Be clear about what success looks like: A goal starts to fall apart when the team is asked to move before the outcome is clear. Start by describing the result you want, then connect the tasks to that result. When people understand what “done right” looks like, decisions get easier and execution becomes more consistent.
Break big goals into smaller steps: Big goals can seem overwhelming, especially if people don’t know where to begin. Breaking the work and end goals down into smaller, manageable steps can help people get started and make it easier to track progress. It also makes it easier to spot where someone is stuck and help guide them through it.
Make sure people understand what you said: Even if you think you were clear, don’t assume the message landed. Ask people to summarize their takeaways or walk through their next steps. Not only does this help confirm that they understand, but it opens the floor to questions and shows them that it’s okay if they aren’t sure. Just ask!
Measure what matters: Measurement shapes behavior, whether leaders intend it or not. When the metric and the goal don’t match, the team follows the metric. If quality is the goal but only speed is tracked, speed will win. Choose measures that support the outcome you actually want and make sure the team understands why those measures matter.
Make the goal relevant to each role: When a goal applies across roles, each group needs to understand how it connects to their specific work. A goal that's clear to one group might confuse another. Leaders need to adjust how they describe the goal based on who's hearing it. That might mean changing the language, the level of detail, or the examples used. The goal itself will stay the same, but the delivery matches the target audience.
Keep goals visible and active: Goals lose their importance when they are shared once and then replaced at the next meeting by whatever feels urgent. Bring the goal back into regular conversations, not by repeating yourself just to repeat it, but by connecting daily decisions and priorities back to the outcome. When the goal stays visible, people use it as a guide instead of treating it like a one-time event.
SMART goals turn direction into expectations people can act on without guessing. Pick one goal you're responsible for this week and write it out using the SMART template. Share it with your team and ask them what success looks like and what still feels unclear.
Reflection Questions:
When I set goals, do I define the outcome clearly enough that others could explain it without adding their own interpretation?
Where have unclear goals in the past created extra work, frustration, or inconsistent results on my team?
How disciplined am I about measuring what I say matters most?
Strengthen your understanding of SMART Goals, Clear Results by sticking with the following resources. Use this opportunity to note new insights and adhere to practices that will enhance your leadership journey.
Vision and Goals: How to Connect the Two
Developing Your Vision and Goals
The Impact of a Leader Who Lacks Vision: How a Lack of Direction Affects Performance and Morale
