The concept of SMART objective setting is fairly straight forward it is the more detailed execution of how to make it work and reap the benefits

1. Working SMARTer not HARDer … ….Traits of a Dynamic Leader Copyright New Dimensions 2011

2. The Rationale for Objective setting: “In any organisation the main activity is doing the things we need to get done (or work)! Simple really – except its not! Most organisations, particularly businesses, exist to be successful. In business, the Pareto Principle (also known as the 80 - 20 rule and the law of the vital few) really does hold good. Inevitably 80% of the success of the business come from only 20% of the work. The rest, whilst often important, is no where near as productive. Dynamic Leaders understand this and always focus first on the critical 20%. To ensure the teams they lead do the same they use objective setting as a way of ensuring that the right priority is given to the most business critical activity” Copyright New Dimensions 2011 Copyright New Dimensions 2011

4. There is little prioritisation save what is urgent gets done first

5. Focus is often on nice to do not need to do

6. The business is work driven not results driven

7. Temptation is to work harder not to work smarter

8. Success is often hard to come by

9. It can adversely effect your bottom lineCopyright New Dimensions 2011 Copyright New Dimensions 2011

10. What is a S.M.A.R.T. Objective: SMART is an acronym used for effective objective setting: Copyright New Dimensions 2011 Copyright New Dimensions 2011

11. Examples of SMART objectives: To improve the overall staff satisfaction over the next 12 months by at least 5% points compared to the 2009 survey findings. To decrease the number of thefts from the shop floor by 20 per cent over the next 3 months. The Conference Program Planning committee will increaseattendance at its 2010 Annual Conference program by at least 10% over 2009. To open an average of 15 new customer accounts per month over the financial period 2009/10 (with a minimum of 8 accounts being opened every month) Copyright New Dimensions 2011 Copyright New Dimensions 2011

12. Working HARDer not SMARTer: Not working SMARTER can mean working HARDer: Copyright New Dimensions 2011 Copyright New Dimensions 2011

14. Concentrate on the things that get the biggest return

15. Ensure the whole team is working together

16. Ensure that you are ‘spreading the load

17. Demonstrate to staff how well they are doing and promote staff engagement and commitment

18. Improve awareness of business priorities

19. Add value to the bottom line – improve productivity – reduce costs!‘There is only one way... to get anybody to do anything. And that is by making the other person want to do it.’ Dale Carnegie But remember: Your staff will want to know – what’s in it for them! Copyright New Dimensions 2011 Copyright New Dimensions 2011

20. Is the Psychological Contract impacting on your change programme? If you would like further help or support on any of these change issues please contact us on: info@newdimensions-ws.co.uk or follow us on-line at: www.newdimensions-sw.co.uk You may also find our other presentations helpful: People Through Change - http://ow.ly/5QnOj Managing problem people at work - http://ow.ly/5QnC1 The Psychological Contract - http://ow.ly/5QnOj Copyright New Dimensions 2011