Working Smarter

Successful CEOs and presidents are those who set priorities and focus on doing just two to three things—and doing them well. Too often, grandiose strategies are established without the resources or realistic time frames for accomplishment. This sends everyone into in the organization into overload; inevitably, nothing is accomplished, resulting in a sense of failure. Allowing themselves and the rest of the organization to pursue an over-ambitious agenda is where many leaders miss the mark right from the start.

Setting SMART goals (Specific, Measurable, Attainable, Realistic and Time-bound) is a way to help CEOs and leaders better balance effort with accomplishment. The “R” in SMART goal setting could also stand for “Resource-enabled,” meaning there is sufficient human and financial capital available and committed to make each goal happen. Without adjusting resources to goals, strategies and tactics, leaders are only fooling themselves from the outset and not leading in a smart fashion.
 
Since so many of us face these challenges continually, we are providing a 10-step SMART goal checklist as an addendum to this month’s article, to help each of you turn your top two to three priorities into SMART goals. We suggest you try applying this concept to everything you do and write us about the results you achieve after just three months.
 
Let me give you a personal example. In two of the past three winters (during which we shift our base of operation from Salisbury, CT, to Sarasota, FL), we have had major home/office remodeling projects accomplished during the six months we were away. Using the SMART goal methodology, my wife organized each of two major construction projects in advance, recruiting and empowering teams of professional designers, architects, contractors, electricians, painters, etc., to accomplish the project on a specific timeline. Each element was not only planned, it was budgeted in advance. The goals were communicated to each team member and there was an alignment. Perhaps not surprisingly, while there were some inevitable changes along the way, each goal (project) was accomplished successfully. And they happened while we were not present, so we were in fact really “working smarter, not harder” since we missed the entire construction mess (and interference with our business operations) each time.
 
We suggest each of you adopt the concept of “working smarter, not harder” as a personal value for yourself and your organizations. CEOs and presidents who overwork and abuse themselves (workaholics) send a direct message to the rest of the organization this type of behavior is what is expected in order to succeed. This initial form of self-abuse inevitably leads to other forms of disrespect (e.g., overeating, lack of exercise). Sooner or later, everyone from the CEO down is operating in a “crisis” mode, in which every task is a “red tag” priority that is overdue or behind schedule. When CEOs (and others in their organizations) begin operating like hamsters on a wheel, it is only a matter of time before important balls starting falling on the floor.
 
One possible shift in mindset to achieve a more balanced, successful existence is the concept “Think, Be, Do.” Think of this as levels of a pyramid, or an organization. At the bottom level are the “DO” items—the people, production and tactical execution that is required to keep our organizations running. Above this level are the “BE” items, which are typically the ways in which senior and middle management communicate, inspire, lead, train, motivate and live the vision and mission of the organization. At the top of the pyramid are the “THINK” items—the vision, mission, goals, values, etc., of the organization.
 
We can all think of CEOs whose mantra is “Do, Do, Do.” And yet, we find that nothing of significance is accomplished without Thinking and Being.
 
A SMART CEO spends a disproportionately large part of their time “Thinking” (working on vision, mission, values, strategy) and the least amount of their time on “Doing.” The SMART CEO spends the next greatest amount of their time “Being,” which involves communicating, inspiring, enrolling, motivating, delegating and demonstrating the game plan to the next levels of management in the organization, as well as focusing everyone so they are all pulling in the same direction.
 
Most CEOs complain they cannot manage time or they don’t have enough time. Ask yourself a different question: Are you using the time you have already in the most effective way? And this includes taking really good care of yourself. If you are not a CEO operating from the “attraction principle”—meaning you look the part, you sound the part, and your charisma and energy are lightning rods for the organization—can you really expect to mobilize your business in the direction you are trying to move it?

In this economic recession we are experiencing, where resources have been cut (in some instances drastically), it is of even greater importance that CEOs learn to set SMART goals for themselves and their organizations. Doing so enables the organization to grow in real terms in spite of competition and a weaker economy.

Here are 10 essential steps to achieving SMART goals:

1. Make sure your goal passes the SMART test. To the letter.

2. Align your goals with your values. Without values alignment, you are likely to struggle—if not fail—to implement them. 

3. Share your goals with three to five key people to become more accountable. Don’t sabotage yourself: choose people who are supportive and positive.

4. Identify the resources you need to make your goal happen. For example, if your goal is to develop a website for your business, you’ll need to find a designer.

5. Identify ways to save time. Take only the short-cuts that can accelerate your progress and support your goal.

6. Detect potential obstacles. From poor work habits to limiting self-beliefs to too much on your plate—take action to clear these hurdles.

7. Pinpoint at least one daily action. The little things you do everyday are what propel you towards your goal.

8. Establish a support structure. Who or what can provide you with encouragement, advice, healthy feedback or a willing ear?

9. Identify rewards. A soak in the hot springs, a weekday game of golf, a fancy dinner. Little rewards along the way make achieving your goal more fun.

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