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SMART Goals for Leaders
SMART
Goals
for
Leaders
T HE
SM ART
T E ST
Every
goal
below
passes
all
five
checks
.
Use
the
same
test
before
you
commit
a
goal
to
a
plan
.
PEO PLE
&
CULT URE
Raise
the
annual
employee
engagement
score
from
72
to
85
out
of
100.
01
PEO PLE
&
CULT URE
Fill
at
least
60%
of
newly
opened
people
-
manager
roles
with
internal
candidates
.
02
PEO PLE
&
CULT URE
Give
every
direct
report
a
written
development
plan
and
a
documented
quarterly
career
conversation
.
03
ST RAT EGY
&
EXECUT IO N
Increase
on
-
time
delivery
of
committed
roadmap
items
from
68%
to
90%.
04
ST RAT EGY
&
EXECUT IO N
Reduce
quarterly
key
results
marked
"
not
achieved
"
from
30%
to
under
12%.
05
ST RAT EGY
&
EXECUT IO N
Enter
two
new
regional
markets
with
at
least
three
signed
pilot
customers
in
each
.
06
CO MMUNICAT IO N
Publish
a
written
business
update
to
the
whole
company
within
three
business
days
of
every
month
close
.
07
CO MMUNICAT IO N
Hold
a
30-
minute
one
-
to
-
one
with
every
direct
report
every
week
,
at
90%
or
better
completion
.
08
O PERAT IO NS
&
FINANCIAL
Reduce
operating
expense
as
a
percentage
of
revenue
from
38%
to
34%.
09
O PERAT IO NS
&
FINANCIAL
Cut
average
customer
onboarding
time
from
21
days
to
10
days
.
10
O PERAT IO NS
&
FINANCIAL
Raise
gross
revenue
retention
from
88%
to
94%.
11
PERSO NAL
LEADERSHIP
Complete
40
hours
of
structured
leadership
development
and
name
three
succession
-
ready
successors
with
written
readiness
plans
.
12
1 / 8
S
SPECIFIC
Names
the
exact
metric
,
team
,
or
process
being
changed
.
M
MEASURABLE
Has
a
current
number
,
a
target
number
,
and
a
defined
source
.
A
ACHIEVABLE
Backed
by
a
named
mechanism
,
not
just
intent
.
R
RELEVANT
Tied
to
a
business
outcome
the
organisation
already
cares
about
.
T
T IME
-
BO UND
Carries
a
specific
date
,
quarter
,
or
review
checkpoint
.
Working
rule
:
if
you
cannot
name
the
system
that
will
produce
the
number
—
the
survey
,
the
tracker
,
the
management
accounts
—
the
goal
is
not
yet
measurable
.
Fix
the
measurement
before
you
fix
the
target
.
G OAL
DE TAI L
Each
goal
broken
down
against
the
five
SMART
criteria
.
P EO P L E
&
C ULT UR E
01
Raise
the
annual
employee
engagement
score
from
72
to
85
out
of
100.
SPECIFIC
Improve
the
overall
engagement
index
on
the
annual
all
-
staff
survey
,
with
the
largest
gains
in
the
three
lowest
-
scoring
drivers
identified
in
the
last
cycle
.
MEASURABLE
Score
moves
from
72
to
85
on
a
100-
point
index
,
with
a
survey
participation
rate
of
at
least
90%
of
staff
.
ACHIEVABLE
Aimed
at
the
three
named
low
-
scoring
drivers
rather
than
the
whole
culture
at
once
;
each
driver
gets
one
named
owner
and
one
funded
action
.
RELEVANT
Disengagement
is
the
single
largest
contributor
to
voluntary
attrition
in
the
internal
exit
data
.
T IME
-
BO UND
Baseline
confirmed
in
the
first
quarter
;
target
verified
when
results
are
published
by
15
December
.
2 / 8
02
Fill
at
least
60%
of
newly
opened
people
-
manager
roles
with
internal
candidates
.
SPECIFIC
Shift
manager
-
level
hiring
toward
internal
promotion
,
measured
across
every
people
-
manager
vacancy
opened
during
the
year
.
MEASURABLE
Internal
hires
divided
by
total
people
-
manager
hires
,
tracked
quarterly
against
a
60%
floor
.
ACHIEVABLE
Requires
a
published
manager
-
track
development
plan
and
a
six
-
month
shadowing
rotation
so
candidates
exist
before
the
role
opens
.
RELEVANT
Reduces
external
recruitment
cost
and
shortens
time
-
to
-
productivity
for
newly
appointed
managers
.
T IME
-
BO UND
Tracked
across
the
full
fiscal
year
and
reported
at
the
close
of
each
quarter
.
03
Give
every
direct
report
a
written
development
plan
and
a
documented
quarterly
career
conversation
.
SPECIFIC
Every
direct
report
holds
a
current
written
development
plan
covering
one
skill
goal
and
one
stretch
assignment
,
reviewed
in
a
scheduled
career
conversation
.
MEASURABLE
100%
plan
coverage
and
100%
of
quarterly
conversations
logged
in
the
people
system
,
audited
each
quarter
.
ACHIEVABLE
Roughly
45
minutes
per
report
per
quarter
—
about
nine
hours
per
quarter
for
a
team
of
twelve
.
RELEVANT
Lack
of
career
clarity
has
been
a
top
-
three
reason
for
departure
in
exit
interviews
for
two
consecutive
years
.
T IME
-
BO UND
Plans
complete
by
31
January
;
conversations
held
in
March
,
June
,
September
,
and
December
.
S T R AT EG Y
&
EX EC UT IO N
3 / 8
04
Increase
on
-
time
delivery
of
committed
roadmap
items
from
68%
to
90%.
SPECIFIC
Improve
the
proportion
of
quarterly
roadmap
commitments
shipped
in
the
quarter
they
were
promised
,
measured
across
all
product
teams
.
MEASURABLE
Percentage
of
scoped
items
delivered
on
schedule
,
reported
from
the
roadmap
tracker
at
each
quarter
close
.
ACHIEVABLE
Requires
cutting
quarterly
commitments
by
roughly
20%
and
inserting
a
formal
mid
-
quarter
scope
review
with
a
stop
-
or
-
ship
decision
.
RELEVANT
Missed
commitments
were
the
most
frequently
raised
issue
at
the
last
two
customer
advisory
boards
.
T IME
-
BO UND
90%
by
the
close
of
the
third
quarter
,
then
sustained
through
the
fourth
quarter
.
05
Reduce
quarterly
key
results
marked
"
not
achieved
"
from
30%
to
under
12%.
SPECIFIC
Improve
the
quality
of
objective
-
setting
so
that
committed
key
results
are
realistic
and
numerically
defined
rather
than
aspirational
.
MEASURABLE
Share
of
key
results
scored
as
not
achieved
at
the
quarterly
review
,
measured
against
written
scoring
criteria
.
ACHIEVABLE
Achieved
by
rewriting
key
results
as
numeric
outcomes
and
capping
each
team
at
three
objectives
per
quarter
.
RELEVANT
Improves
forecasting
credibility
with
the
board
and
gives
teams
a
realistic
standard
to
plan
against
.
T IME
-
BO UND
First
-
quarter
baseline
established
,
target
held
for
the
second
,
third
,
and
fourth
quarter
reviews
.
4 / 8
06
Enter
two
new
regional
markets
with
at
least
three
signed
pilot
customers
in
each
.
SPECIFIC
Launch
operations
in
two
selected
regions
—
including
local
-
language
onboarding
documentation
and
a
named
regional
owner
—
and
sign
paying
pilot
customers
in
each
.
MEASURABLE
Two
markets
live
,
six
signed
pilots
in
total
,
onboarding
documentation
published
in
both
local
languages
.
ACHIEVABLE
Delivered
through
the
existing
partner
channel
rather
than
standing
up
a
new
direct
sales
team
in
each
region
.
RELEVANT
Diversifies
revenue
concentration
—
a
single
region
currently
accounts
for
71%
of
annual
recurring
revenue
.
T IME
-
BO UND
Market
selection
finalised
by
31
March
;
first
pilots
signed
by
30
September
.
C O M M UN IC AT IO N
07
Publish
a
written
business
update
to
the
whole
company
within
three
business
days
of
every
month
close
.
SPECIFIC
A
single
written
update
distributed
to
all
staff
covering
performance
,
hiring
,
priorities
,
and
one
honest
miss
from
the
month
.
MEASURABLE
Twelve
updates
published
in
twelve
months
,
each
issued
within
three
business
days
of
month
close
.
ACHIEVABLE
Roughly
two
hours
to
draft
from
the
finance
pack
already
produced
for
the
leadership
team
each
month
.
RELEVANT
Reduces
rumour
cycles
and
cuts
the
volume
of
repeat
questions
raised
in
all
-
hands
sessions
.
T IME
-
BO UND
First
update
the
month
following
kickoff
,
then
every
month
without
exception
.
5 / 8
08
Hold
a
30-
minute
one
-
to
-
one
with
every
direct
report
every
week
,
at
90%
or
better
completion
.
SPECIFIC
A
recurring
,
protected
weekly
one
-
to
-
one
with
each
direct
report
,
held
in
the
calendar
rather
than
arranged
ad
hoc
.
MEASURABLE
At
least
90%
of
scheduled
sessions
completed
,
with
any
cancellation
rescheduled
inside
the
same
week
.
ACHIEVABLE
Six
hours
per
week
for
a
team
of
twelve
at
30
minutes
each
—
a
fixed
,
protected
block
.
RELEVANT
Manager
one
-
to
-
one
consistency
is
the
strongest
single
predictor
of
retention
in
the
internal
engagement
data
.
T IME
-
BO UND
Runs
continuously
,
with
completion
audited
at
the
end
of
each
quarter
.
O P ER AT IO N S
&
F IN AN C IAL
09
Reduce
operating
expense
as
a
percentage
of
revenue
from
38%
to
34%.
SPECIFIC
Improve
operating
efficiency
by
consolidating
vendors
and
renegotiating
the
five
largest
software
contracts
.
MEASURABLE
Four
percentage
points
of
reduction
,
measured
monthly
against
the
management
accounts
.
ACHIEVABLE
One
percentage
point
per
quarter
,
driven
by
consolidating
overlapping
tools
rather
than
cutting
headcount
.
RELEVANT
Extends
runway
by
roughly
five
months
at
the
current
burn
rate
and
reduces
dependence
on
the
next
funding
round
.
T IME
-
BO UND
Reaching
34%
by
31
December
,
reviewed
at
each
quarter
close
.
6 / 8
10
Cut
average
customer
onboarding
time
from
21
days
to
10
days
.
SPECIFIC
Shorten
the
elapsed
time
from
contract
signature
to
first
productive
use
,
with
a
named
onboarding
owner
assigned
to
every
new
account
.
MEASURABLE
Median
days
from
signature
to
first
production
use
,
reported
monthly
from
the
onboarding
tracker
.
ACHIEVABLE
Template
-
based
setup
,
a
self
-
serve
configuration
guide
,
and
a
standard
implementation
checklist
replace
bespoke
work
.
RELEVANT
Customers
who
reach
production
within
two
weeks
renew
at
a
materially
higher
rate
than
those
who
do
not
.
T IME
-
BO UND
14
days
by
30
June
; 10
days
by
30
September
.
11
Raise
gross
revenue
retention
from
88%
to
94%.
SPECIFIC
Reduce
churn
and
downgrades
across
the
existing
customer
base
,
focused
on
the
twelve
accounts
showing
the
weakest
product
adoption
.
MEASURABLE
Trailing
-
twelve
-
month
gross
retention
,
excluding
expansion
revenue
,
measured
monthly
.
ACHIEVABLE
A
named
account
plan
,
quarterly
business
review
,
and
early
-
warning
adoption
threshold
for
the
at
-
risk
cohort
.
RELEVANT
A
six
-
point
improvement
in
retention
is
worth
more
to
the
year
than
the
entire
new
-
business
target
.
T IME
-
BO UND
91%
by
30
June
; 94%
by
31
December
.
P ER S O N AL
L EADER S HIP
7 / 8
12
Complete
40
hours
of
structured
leadership
development
and
name
three
succession
-
ready
successors
with
written
readiness
plans
.
SPECIFIC
Undertake
executive
coaching
or
a
structured
leadership
programme
,
and
document
a
succession
bench
for
the
critical
roles
in
the
organisation
.
MEASURABLE
40
logged
development
hours
,
three
named
successors
,
and
three
signed
readiness
plans
held
on
file
.
ACHIEVABLE
One
hour
per
week
plus
two
half
-
day
workshops
across
the
year
,
scheduled
as
recurring
calendar
blocks
.
RELEVANT
The
organisation
currently
has
no
documented
bench
for
two
of
its
five
most
critical
roles
.
T IME
-
BO UND
Successors
named
by
30
April
;
development
hours
and
readiness
plans
complete
by
30
November
.
8 / 8
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