It is no secret that it is not enough to assign a task to an employee; it is also necessary that the result of completing this task meets the expectations of the one who assigns it. To solve this problem, different methods have been invented, but the SMART method has become the most popular.
SMART tells us that the task should be:
Specific - specific, i.e. the task must contain a description of what needs to be done. The formulation of the problem should eliminate ambiguity in its interpretation.
Measurable - measurable. One of the most important parameters describing what exactly the result will be assessed in and what it should actually be.
Achievable - achievable. The task set must be achievable, because Unattainable goals and objectives are very demotivating and over time are not perceived at all.
Relevant - corresponding. The task should not be divorced from reality and exist exclusively in a vacuum. How does this task correspond to other tasks, strategies...
Time-bound - limited in time. If a task does not have a deadline, then most likely it will not be completed at all. On the other hand, if the deadline is unrealistic, then the task will be treated as immediately unattainable.
The SMART technique itself is not bad, but you can hardly expect breakthrough results from it. This technique is suitable at the tactical and operational level. And for strategic tasks there is FAST:
Frequently discussed - often discussed. Objectives and goals should be regularly discussed and monitored. This will allow you to quickly provide feedback and make corrective actions. Employees begin to understand that the task at hand is really important and must be completed.
Ambitious - ambitious. Objectives and goals should be challenging but realistic to encourage employees to achieve without discouraging them from doing so. This is useful for the self-development of employees, and therefore for the development of the company too.
Specific - specific. Objectives must be translated into specific expected results, i.e. quantitative or qualitative indicators. In other words, we must tell the employee that when these indicators are achieved, the task is considered completed. Very similar to the point from SMART.
Transparent - transparent. The tasks themselves and their progress should be available to the team or project participants. This openness is the strongest motivator, because employees understand that their tasks, comments and progress are visible to other participants. It also allows employees to be aware of the general affairs of the team.
Use FAST for strategic objectives and goals, and SMART to clarify them at the tactical and operational level. This connection will allow you to motivate employees and at the same time provide them with clear instructions on how to achieve them.