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SMART Goals for Managers
SMART
Goals
for
Managers
01
Lift
on
-
time
delivery
to
90%
DELIVERY
Ship
nine
of
every
ten
committed
points
by
the
end
of
Q
2.
02
Hold
a
weekly
1:1
with
every
direct
report
PEOPLE
Seven
30-
minute
conversations
,
every
week
,
with
a
shared
running
doc
.
03
Cut
voluntary
attrition
below
10%
RET ENT ION
Address
the
two
themes
from
exit
interviews
:
career
paths
and
uneven
workload
.
04
Shorten
time
-
to
-
first
-
contribution
to
21
days
ONBOARDING
A
written
30/60/90
plan
and
a
named
buddy
for
every
new
hire
.
05
Reclaim
3.5
hours
per
person
per
week
COMMUNICAT ION
Cut
recurring
team
meetings
from
eleven
a
week
to
six
.
06
Publish
a
one
-
page
update
every
month
COMMUNICAT ION
Shipped
,
slipped
,
risks
and
asks
—
out
on
the
first
working
Monday
.
07
Sponsor
one
promotion
through
to
submission
DEVELOPMENT
Three
named
scope
items
and
a
promotion
packet
filed
by
15
September
.
08
Cap
unplanned
work
at
20%
of
each
sprint
DELIVERY
A
20%
interrupt
budget
with
a
named
triage
rotation
.
09
Reduce
escaped
defects
to
five
per
release
QUALIT Y
A
definition
-
of
-
done
checklist
plus
postmortems
within
48
hours
.
10
Complete
a
skills
matrix
for
the
whole
team
DEVELOPMENT
Eight
core
competencies
and
one
agreed
growth
focus
per
person
.
11
Raise
team
health
from
6.4
to
8.0
CULT URE
A
five
-
question
monthly
check
and
one
shipped
fix
per
cycle
.
12
Recognise
good
work
on
a
fixed
cadence
RECOGNIT ION
Four
specific
callouts
a
month
and
one
written
note
per
person
per
quarter
.
1 / 7
EACH
GOAL
,
WRIT T EN
SMART
Replace
the
team
names
,
baselines
and
dates
with
your
own
.
Keep
the
structure
—
the
numbers
and
the
deadlines
are
what
make
these
goals
usable
rather
than
aspirational
.
01
Lift
on
-
time
delivery
to
90%
PERFORMANCE
AND
DELIVERY
S
SPECIFIC
Raise
the
share
of
committed
sprint
points
actually
delivered
by
the
Payments
squad
,
by
capping
work
in
progress
at
six
items
and
running
a
risk
check
on
day
five
of
every
sprint
.
M
MEASURABLE
Delivered
-
points
ratio
moves
from
72%
to
90%
or
better
,
read
from
the
sprint
report
at
every
close
.
A
ACHIEVABLE
The
squad
already
lands
72%
without
either
change
;
the
levers
here
are
estimation
discipline
and
a
work
-
in
-
progress
limit
,
both
fully
inside
the
team
'
s
control
.
R
RELEVANT
Late
commitments
are
the
top
complaint
from
the
product
group
and
are
the
main
risk
to
the
Q
3
platform
launch
.
T
T IME
-
BOUND
Baseline
locked
1
April
,
reviewed
at
every
sprint
close
,
target
reached
by
30
June
.
02
Hold
a
weekly
1:1
with
every
direct
report
PEOPLE
AND
COACHING
S
SPECIFIC
Run
a
standing
30-
minute
1:1
with
each
of
my
seven
direct
reports
,
using
a
shared
running
document
with
a
fixed
slot
for
one
development
question
each
session
.
M
MEASURABLE
Seven
of
seven
conversations
held
each
week
and
at
least
90%
attendance
across
the
quarter
;
the
running
doc
updated
within
48
hours
whenever
a
session
moves
.
A
ACHIEVABLE
Three
and
a
half
hours
a
week
,
already
blocked
on
Thursday
and
Friday
afternoons
—
no
new
meetings
required
.
R
RELEVANT
The
last
engagement
survey
scored
"
I
get
regular
feedback
from
my
manager
"
at
61%
—
the
lowest
item
in
the
organisation
.
T
T IME
-
BOUND
First
cycle
starts
6
April
,
reviewed
monthly
,
full
-
quarter
review
on
30
June
.
2 / 7
03
Cut
voluntary
attrition
on
the
team
below
10%
RET ENT ION
S
SPECIFIC
Reduce
avoidable
departures
by
acting
on
the
two
themes
raised
in
exit
interviews
—
unclear
career
paths
and
uneven
workload
—
through
published
level
expectations
and
a
rebalanced
on
-
call
rota
.
M
MEASURABLE
Annualised
voluntary
attrition
falls
from
18%
to
under
10%,
with
no
more
than
one
regretted
departure
in
the
year
.
A
ACHIEVABLE
Of
the
five
departures
in
the
last
eighteen
months
,
three
cited
one
of
those
two
themes
,
so
the
target
addresses
the
actual
cause
rather
than
a
guess
.
R
RELEVANT
Replacing
a
mid
-
level
specialist
costs
roughly
$
62,000
in
recruitment
and
ramp
time
,
and
the
team
is
already
sitting
at
92%
of
planned
headcount
.
T
T IME
-
BOUND
Level
expectations
published
by
15
May
,
rota
rebalanced
by
1
June
,
measured
on
a
rolling
twelve
-
month
basis
through
31
December
.
04
Shorten
time
-
to
-
first
-
contribution
to
21
days
ONBOARDING
S
SPECIFIC
Give
every
new
hire
a
written
30/60/90
plan
,
a
named
buddy
for
their
first
month
,
and
one
"
first
owned
deliverable
"
agreed
during
week
one
.
M
MEASURABLE
Median
days
from
start
date
to
first
shipped
,
owned
deliverable
drops
from
34
to
21,
measured
across
every
hire
in
the
half
.
A
ACHIEVABLE
Four
hires
are
already
planned
for
the
half
and
the
plan
templates
exist
informally
—
this
standardises
what
managers
were
already
doing
by
hand
.
R
RELEVANT
Two
of
last
year
'
s
three
leavers
said
they
felt
lost
for
the
first
month
,
and
slow
ramp
time
is
the
single
largest
real
cost
of
any
hire
.
T
T IME
-
BOUND
Template
live
15
May
,
applied
to
every
hire
starting
after
that
date
,
measured
through
31
December
.
3 / 7
05
Reclaim
3.5
hours
per
person
per
week
from
meetings
COMMUNICAT ION
S
SPECIFIC
Audit
every
recurring
meeting
on
the
team
calendar
,
cut
the
ones
with
no
decision
or
deliverable
attached
,
and
require
a
written
agenda
and
a
named
owner
for
whatever
survives
.
M
MEASURABLE
Recurring
team
meetings
drop
from
eleven
to
six
per
week
;
meeting
hours
per
person
fall
from
9.5
to
6.0;
at
least
80%
of
attendees
rate
the
remaining
meetings
"
worth
the
time
"
in
a
three
-
question
monthly
pulse
.
A
ACHIEVABLE
The
audit
takes
one
afternoon
,
and
two
of
the
current
meetings
have
recorded
no
agenda
or
decision
in
three
months
.
R
RELEVANT
Lack
of
focus
time
is
the
most
common
blocker
raised
in
1:1
s
,
and
the
team
'
s
cycle
time
runs
40%
longer
than
the
platform
squad
'
s
.
T
T IME
-
BOUND
Audit
completed
24
April
,
new
cadence
live
1
May
,
re
-
measured
31
July
.
06
Publish
a
one
-
page
update
every
month
,
without
being
asked
COMMUNICAT ION
S
SPECIFIC
Send
a
single
-
page
written
update
on
the
first
working
Monday
of
each
month
covering
what
shipped
,
what
slipped
,
the
top
two
risks
and
the
asks
—
to
product
,
support
and
my
own
director
.
M
MEASURABLE
Three
of
three
updates
published
on
time
each
quarter
;
at
least
60%
of
cross
-
team
stakeholders
agree
"
I
know
what
this
team
is
working
on
"
in
the
next
pulse
survey
.
A
ACHIEVABLE
The
raw
material
already
exists
in
sprint
reviews
—
this
is
45
minutes
of
writing
,
not
a
new
reporting
process
.
R
RELEVANT
Support
and
Sales
were
both
caught
out
by
the
Q
1
pricing
change
,
which
one
short
written
update
would
have
prevented
.
T
T IME
-
BOUND
First
update
issued
4
May
,
then
monthly
,
measured
at
the
September
pulse
.
4 / 7
07
Sponsor
one
promotion
all
the
way
to
submission
DEVELOPMENT
S
SPECIFIC
Build
a
promotion
case
for
one
senior
team
member
by
handing
them
three
named
scope
items
—
owning
the
on
-
call
rotation
,
leading
the
migration
cutover
and
mentoring
the
next
hire
—
and
recording
the
evidence
as
it
happens
.
M
MEASURABLE
All
three
scope
items
owned
by
Q
3,
a
mid
-
year
rating
of
"
exceeds
expectations
",
and
a
complete
promotion
packet
submitted
by
15
September
.
A
ACHIEVABLE
The
work
already
needs
doing
and
they
have
asked
for
it
—
the
missing
part
is
sponsorship
,
not
capability
.
R
RELEVANT
They
are
two
levels
below
equivalent
peers
elsewhere
in
the
organisation
,
and
losing
them
would
cost
more
than
any
other
single
departure
on
the
team
.
T
T IME
-
BOUND
Scope
agreed
1
May
,
evidence
captured
monthly
,
packet
submitted
15
September
,
decision
expected
in
October
.
08
Cap
unplanned
work
at
20%
of
each
sprint
PERFORMANCE
AND
DELIVERY
S
SPECIFIC
Introduce
a
20%
interrupt
budget
per
sprint
with
a
named
triage
rotation
,
so
ad
-
hoc
requests
are
absorbed
by
a
scheduled
person
rather
than
dropping
onto
whoever
happens
to
be
free
.
M
MEASURABLE
Unplanned
work
falls
from
41%
to
20%
or
less
of
sprint
capacity
,
tracked
in
the
sprint
report
and
reviewed
at
every
retrospective
.
A
ACHIEVABLE
The
requests
are
legitimate
and
will
not
disappear
;
the
change
is
who
absorbs
them
and
when
,
which
is
entirely
within
the
team
'
s
control
.
R
RELEVANT
Unplanned
work
is
the
largest
single
driver
of
missed
commitments
and
the
reason
the
on
-
time
delivery
goal
is
currently
out
of
reach
.
T
T IME
-
BOUND
Rotation
live
from
the
sprint
starting
4
May
,
reviewed
at
every
retrospective
,
target
held
for
three
consecutive
sprints
ending
31
July
.
5 / 7
09
Reduce
escaped
defects
to
five
or
fewer
per
release
QUALIT Y
S
SPECIFIC
Adopt
a
written
definition
-
of
-
done
checklist
for
every
ticket
and
run
a
blameless
postmortem
within
48
hours
of
any
Sev
-2
or
higher
incident
.
M
MEASURABLE
Escaped
defects
fall
from
14
per
release
to
5
or
fewer
;
reopened
tickets
fall
from
9%
to
3%
of
closed
work
.
A
ACHIEVABLE
The
last
six
escaped
defects
all
traced
back
to
a
missing
test
or
a
skipped
review
,
and
both
are
covered
by
the
checklist
.
R
RELEVANT
Support
spends
an
estimated
eleven
hours
a
week
on
avoidable
escalations
,
and
confidence
in
releases
is
low
enough
that
stakeholders
ship
manually
.
T
T IME
-
BOUND
Checklist
adopted
1
May
,
postmortem
habit
in
place
by
1
June
,
defect
rate
re
-
measured
after
the
September
release
.
10
Complete
a
team
skills
matrix
with
one
growth
plan
per
person
DEVELOPMENT
S
SPECIFIC
Map
the
team
against
eight
core
competencies
—
from
testing
and
system
design
to
stakeholder
communication
—
and
agree
exactly
one
development
focus
with
each
person
.
M
MEASURABLE
Matrix
completed
and
reviewed
for
seven
of
seven
people
,
each
with
a
written
development
plan
and
at
least
one
concrete
action
taken
per
person
by
the
mid
-
year
review
.
A
ACHIEVABLE
Most
of
the
assessment
already
sits
in
my
notes
from
1:1
s
—
putting
it
on
one
page
takes
two
sessions
and
makes
it
actionable
.
R
RELEVANT
Two
people
are
the
only
ones
who
can
cover
the
payments
integration
,
a
single
point
of
failure
the
team
has
flagged
for
a
year
.
T
T IME
-
BOUND
Matrix
drafted
by
30
May
,
plans
agreed
in
June
1:1
s
,
progress
reviewed
in
the
July
mid
-
year
cycle
.
6 / 7
11
Raise
the
team
health
score
from
6.4
to
8.0
CULT URE
AND
ENGAGEMENT
S
SPECIFIC
Run
a
five
-
question
team
health
check
on
the
first
Friday
of
every
month
,
share
the
results
with
the
team
unedited
,
and
ship
one
small
fix
per
cycle
.
M
MEASURABLE
Composite
health
score
rises
from
6.4
to
8.0
or
above
over
two
quarters
;
every
cycle
produces
at
least
one
shipped
improvement
with
a
named
owner
.
A
ACHIEVABLE
The
starting
score
is
not
catastrophic
,
and
the
fixes
already
identified
—
clearer
on
-
call
expectations
,
quieter
release
days
—
are
cheap
and
within
the
team
'
s
gift
.
R
RELEVANT
Team
health
is
the
leading
indicator
behind
both
the
attrition
and
the
delivery
goals
,
and
it
is
currently
the
weakest
score
in
the
department
.
T
T IME
-
BOUND
First
check
1
May
,
run
monthly
,
target
reached
by
31
October
.
12
Recognise
good
work
on
a
fixed
cadence
RECOGNIT ION
S
SPECIFIC
Name
specific
contributions
publicly
—
one
per
person
per
quarter
,
written
by
me
and
tied
to
the
actual
work
rather
than
to
effort
—
in
the
team
channel
and
in
the
monthly
update
.
M
MEASURABLE
At
least
four
specific
recognitions
posted
each
month
and
one
written
note
per
person
per
quarter
;
at
least
80%
of
the
team
agree
"
good
work
gets
noticed
here
"
in
the
next
survey
.
A
ACHIEVABLE
This
takes
under
twenty
minutes
a
month
and
asks
nothing
of
anyone
else
—
the
only
real
cost
is
consistency
.
R
RELEVANT
"
Good
work
gets
noticed
"
scored
5.9
in
the
last
survey
and
came
up
unprompted
in
four
separate
1:1
s
.
T
T IME
-
BOUND
Starting
1
May
,
reviewed
quarterly
,
measured
at
the
next
engagement
survey
in
September
.
```
7 / 7
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