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SMART Performance Goals
SMART
Performance
Goals
S
Specific
M
Measurable
A
Achievable
R
Relevant
T
Time
-
bound
1 / 9
PAR T
1
The
Goals
at
a
Glance
Twelve
goals
,
grouped
by
focus
area
.
Each
one
names
the
metric
and
the
target
it
is
measured
against
.
01
Grow
quarterly
recurring
revenue
Revenue
&
Growth
$
412
K
→
$
520
K
/
quarter
02
Close
24
new
mid
-
market
accounts
Revenue
&
Growth
24
logos
·
ACV
≥
$
18
K
03
Lift
expansion
revenue
as
a
share
of
ARR
Revenue
&
Growth
11%
→
15%
of
ARR
04
Raise
the
net
promoter
score
Customer
&
Quality
NPS
34
→
50
05
Reduce
monthly
logo
churn
Customer
&
Quality
3.1%
→
2.0%
per
month
06
Cut
median
first
-
response
time
on
support
tickets
Customer
&
Quality
6
h
20
m
→
under
2
h
07
Shorten
the
average
mid
-
market
sales
cycle
Operational
Efficiency
74
→
60
days
08
Automate
the
weekly
manual
reporting
pack
Operational
Efficiency
6
hrs
→
45
min
per
week
09
Increase
production
release
cadence
without
raising
defects
Operational
Efficiency
4
→
12
releases
/
quarter
2 / 9
10
Mentor
three
team
members
to
promotion
-
ready
People
&
Development
3
readiness
assessments
signed
11
Complete
a
leadership
certification
and
apply
it
in
two
team
rituals
People
&
Development
Program
+ 2
documented
changes
12
Raise
the
team
engagement
score
People
&
Development
7.2
→
8.5
out
of
10
3 / 9
01
Grow
quarterly
recurring
revenue
Target
:
$
412
K
→
$
520
K
per
quarter
(+26%)
S
SPECIFIC
Own
new
-
business
and
expansion
revenue
for
the
mid
-
market
segment
,
defined
as
companies
with
250–2,000
employees
.
M
MEASURABLE
Quarterly
recurring
revenue
,
pulled
from
the
CRM
pipeline
report
at
each
quarter
close
and
reconciled
against
billing
.
A
ACHIEVABLE
Reachable
through
24
new
logos
and
15%
expansion
on
the
installed
base
—
both
deliverable
within
the
current
sales
headcount
and
the
FY
2026
product
roadmap
.
R
RELEVANT
This
single
goal
carries
roughly
62%
of
the
FY
2026
ARR
plan
and
sets
the
budget
available
to
every
other
function
.
T
TIME
-
BOUND
First
measurable
checkpoint
March
31, 2026;
full
achievement
at
Q
4
close
on
December
31, 2026.
02
Close
24
new
mid
-
market
accounts
Target
: 24
closed
-
won
logos
,
ACV
≥
$
18,000
S
SPECIFIC
New
-
name
logos
in
the
mid
-
market
segment
,
sourced
and
worked
by
the
outbound
pod
—
renewals
and
expansion
deals
are
excluded
from
the
count
.
M
MEASURABLE
Closed
-
won
opportunity
count
in
CRM
,
counted
only
when
the
contract
is
countersigned
and
the
first
invoice
is
issued
.
A
ACHIEVABLE
Requires
six
wins
per
quarter
against
a
22%
win
rate
—
approximately
110
qualified
opportunities
per
quarter
,
which
matches
current
pipeline
coverage
.
R
RELEVANT
New
logos
are
the
largest
single
lever
on
the
FY
2026
revenue
plan
and
reduce
dependence
on
a
renewal
-
heavy
customer
base
.
T
TIME
-
BOUND
Six
wins
per
quarter
; 24
wins
total
by
December
31, 2026.
4 / 9
03
Lift
expansion
revenue
as
a
share
of
ARR
Target
: 11%
→
15%
of
total
ARR
S
SPECIFIC
Expansion
revenue
from
the
existing
customer
base
—
seat
growth
,
tier
upgrades
,
and
attachment
of
the
new
Analytics
add
-
on
.
M
MEASURABLE
Expansion
ARR
as
a
percentage
of
total
ARR
,
reported
monthly
on
the
revenue
dashboard
and
validated
at
quarter
close
.
A
ACHIEVABLE
A
four
-
point
move
requires
15%
seat
growth
across
the
top
60
accounts
plus
20
add
-
on
attachments
—
both
already
have
enablement
material
and
pricing
in
place
.
R
RELEVANT
Expansion
revenue
costs
roughly
a
third
of
what
net
-
new
acquisition
costs
and
directly
buffers
the
effect
of
churn
on
net
retention
.
T
TIME
-
BOUND
13%
by
June
30, 2026; 15%
by
December
31, 2026.
04
Raise
the
net
promoter
score
Target
:
NPS
34
→
50
S
SPECIFIC
NPS
for
the
mid
-
market
and
enterprise
customer
base
,
measured
by
the
quarterly
in
-
product
survey
rather
than
ad
-
hoc
outreach
.
M
MEASURABLE
Net
promoter
score
with
a
minimum
of
400
responses
per
quarter
so
the
sample
stays
statistically
valid
.
A
ACHIEVABLE
Requires
closing
the
top
three
detractor
themes
from
the
Q
4 2025
survey
:
onboarding
time
,
report
performance
,
and
support
handoffs
—
all
three
are
committed
on
the
product
roadmap
.
R
RELEVANT
NPS
is
the
strongest
leading
indicator
of
renewal
rate
and
is
cited
directly
in
enterprise
security
and
procurement
reviews
.
T
TIME
-
BOUND
42
by
June
30, 2026; 50
by
December
31, 2026.
5 / 9
05
Reduce
monthly
logo
churn
Target
: 3.1%
→
2.0%
per
month
S
SPECIFIC
Logo
churn
for
accounts
in
their
first
24
months
,
excluding
non
-
payment
cancellations
and
acquisitions
.
M
MEASURABLE
Monthly
logo
churn
calculated
from
billing
data
and
tracked
by
customer
cohort
,
not
blended
into
a
single
company
-
wide
figure
.
A
ACHIEVABLE
Two
initiatives
do
most
of
the
work
—
a
structured
30-
day
onboarding
program
and
a
health
-
score
alert
that
triggers
a
CSM
outreach
after
60
days
of
low
usage
.
R
RELEVANT
Churn
is
the
largest
single
drag
on
net
revenue
retention
,
which
currently
sits
at
103%
against
a
115%
target
.
T
TIME
-
BOUND
2.5%
by
June
30, 2026; 2.0%
by
December
31, 2026.
06
Cut
median
first
-
response
time
on
support
tickets
Target
: 6
h
20
m
→
under
2
h
S
SPECIFIC
First
human
response
on
every
new
support
ticket
across
all
channels
—
email
,
live
chat
,
and
in
-
app
messaging
.
M
MEASURABLE
Median
first
-
response
time
from
the
support
platform
,
with
P
90
reported
alongside
it
rather
than
hidden
behind
the
average
.
A
ACHIEVABLE
Response
templates
,
a
triage
rotation
,
and
chat
coverage
between
7
am
and
7
pm
ET
bring
the
median
under
two
hours
without
adding
headcount
.
R
RELEVANT
Response
time
has
been
the
strongest
driver
of
CSAT
in
each
of
the
last
four
quarterly
surveys
and
is
a
recurring
theme
in
detractor
feedback
.
T
TIME
-
BOUND
Under
three
hours
by
March
31, 2026;
under
two
hours
by
September
30, 2026.
6 / 9
07
Shorten
the
average
mid
-
market
sales
cycle
Target
: 74
→
60
days
S
SPECIFIC
Average
days
from
qualified
opportunity
created
to
closed
-
won
,
measured
on
the
mid
-
market
segment
only
.
M
MEASURABLE
Cycle
length
computed
in
CRM
on
a
rolling
90-
day
basis
,
with
deals
flagged
as
strategic
excluded
from
the
calculation
.
A
ACHIEVABLE
The
path
is
mutual
action
plans
on
every
deal
over
$
25
K
,
plus
starting
security
review
documentation
at
first
demo
instead
of
at
contract
stage
.
R
RELEVANT
A
14-
day
reduction
lifts
quarterly
selling
capacity
by
roughly
19%
with
no
additional
headcount
or
spend
.
T
TIME
-
BOUND
68
days
by
June
30, 2026; 60
days
by
December
31, 2026.
08
Automate
the
weekly
manual
reporting
pack
Target
: 6
hours
→
45
minutes
per
week
S
SPECIFIC
The
recurring
weekly
revenue
,
pipeline
,
and
support
reporting
pack
that
is
currently
assembled
by
hand
from
exported
spreadsheets
.
M
MEASURABLE
Hours
logged
per
week
on
report
assembly
,
verified
against
time
-
tracking
records
for
four
consecutive
weeks
.
A
ACHIEVABLE
Eight
of
the
eleven
reports
can
be
scheduled
directly
from
the
data
warehouse
;
the
remaining
three
need
a
one
-
off
template
build
in
Q
1.
R
RELEVANT
Those
six
hours
come
directly
out
of
selling
time
and
forecast
quality
,
and
the
manual
process
is
the
most
common
source
of
reporting
errors
.
T
TIME
-
BOUND
Data
model
complete
by
March
31, 2026;
under
45
minutes
per
week
from
April
1,
2026
onward
.
7 / 9
09
Increase
production
release
cadence
without
raising
defects
Target
: 4
→
12
releases
per
quarter
S
SPECIFIC
Production
releases
per
quarter
for
the
core
platform
service
,
measured
with
quality
held
constant
rather
than
traded
away
.
M
MEASURABLE
Release
count
tracked
from
the
deployment
pipeline
,
paired
with
change
-
failure
rate
pulled
from
the
incident
log
.
A
ACHIEVABLE
Reachable
once
the
automated
test
suite
runs
under
12
minutes
and
database
migrations
are
automated
—
both
are
scheduled
for
Q
1 2026.
R
RELEVANT
Faster
releases
shrink
the
change
backlog
and
allow
customer
-
facing
commitments
to
ship
inside
the
quarter
they
are
promised
.
T
TIME
-
BOUND
Eight
releases
in
Q
2 2026;
twelve
per
quarter
from
Q
3 2026,
with
change
-
failure
rate
held
under
5%.
10
Mentor
three
team
members
to
promotion
-
ready
Target
:
three
signed
readiness
assessments
S
SPECIFIC
Three
named
team
members
,
each
with
a
documented
development
plan
written
against
the
next
-
level
competency
rubric
.
M
MEASURABLE
Rubric
scores
reviewed
twice
in
the
year
,
plus
a
written
readiness
assessment
signed
by
the
skip
-
level
manager
.
A
ACHIEVABLE
Deliverable
with
a
standing
biweekly
session
and
one
stretch
project
assigned
to
each
person
per
half
-
year
.
R
RELEVANT
Internal
promotion
protects
institutional
knowledge
and
is
the
lowest
-
cost
senior
hire
available
to
the
team
.
T
TIME
-
BOUND
Plans
in
place
by
February
15, 2026;
readiness
assessments
complete
by
November
30, 2026.
8 / 9
11
Complete
a
leadership
certification
and
apply
it
in
two
team
rituals
Target
:
program
completed
+
two
documented
changes
S
SPECIFIC
Complete
the
ten
-
week
People
Leadership
program
,
then
apply
the
material
to
two
existing
rituals
—
quarterly
planning
and
the
new
-
hire
onboarding
path
.
M
MEASURABLE
Certification
of
completion
,
plus
two
documented
ritual
changes
reviewed
by
the
manager
and
the
team
.
A
ACHIEVABLE
Three
to
four
hours
per
week
for
ten
weeks
,
scheduled
inside
working
hours
rather
than
added
on
top
of
the
existing
workload
.
R
RELEVANT
Directly
addresses
the
two
lowest
-
scoring
items
in
the
last
engagement
survey
:
career
clarity
and
feedback
quality
.
T
TIME
-
BOUND
Program
finished
by
June
30, 2026;
both
rituals
updated
by
September
30, 2026.
12
Raise
the
team
engagement
score
Target
: 7.2
→
8.5
out
of
10
S
SPECIFIC
The
team
'
s
engagement
and
enablement
score
on
the
annual
company
survey
,
with
focus
on
the
career
clarity
and
recognition
questions
.
M
MEASURABLE
Survey
score
reported
per
section
and
per
question
,
with
a
minimum
85%
response
rate
required
to
count
the
result
.
A
ACHIEVABLE
Focused
on
three
changes
:
published
career
ladders
,
monthly
recognition
in
the
team
channel
,
and
protected
focus
blocks
every
Wednesday
morning
.
R
RELEVANT
Engagement
score
correlates
closely
with
voluntary
attrition
,
currently
running
at
14%
annualized
against
a
9%
target
.
T
TIME
-
BOUND
7.9
at
the
mid
-
year
pulse
in
June
2026; 8.5
at
the
annual
survey
in
November
2026.
9 / 9
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