SMART Objectives
SMART is an acronym often used in management and goal-setting to define objectives that are Specific, Measurable, Achievable, Relevant, and Time-bound. Each letter represents a different characteristic of a well-defined goal. The value of SMART objective setting is that it is clear in expectations and encourages joint ownership of the objectives. If a doctor instructs a patient to have an objective of losing weight, arguably, walking back to the car or cycling home from the surgery means a few grams could have been lost so therefore objective met. Perhaps a better objective would be ‘to lose 10 kilos by 14 November 2024 through a mix of increased exercise (10,000 steps a day) and reduced fat, salt and sugar to no more than 2500 calories a day.’ SPECIFIC Objectives should be clear and unambiguous, answering the questions of who, what, where, when, and why. MEASURABLE Progress toward the objective should be quantifiable so that you can track and evaluate your success. ACHIEVABLE/AMBITIOUS/AGREED Objectives should be realistic and attainable given available resources and constraints hence the agreed. REALISTIC Objectives should align with broader goals and be meaningful within the context of the project or organization. If they are not realistic, they are simply not motivational. TIME BOUND Objectives should have a defined timeline or deadline to provide a sense of urgency and focus. They should never be ‘on-going’. Set an actual date. By setting SMART objectives, individuals and teams can increase their likelihood of success by providing clear direction and criteria for achievement. Examples of SMART based objectives
Perhaps one of the best examples of a simple but clear SMART based objective was from President John F Kennedy when he said, ‘I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.’ Alec McPhedran Chtd Fellow CIPD, Chtd Mngr CMI, is a creative sector coach and mentor. He specialises in one to one coaching, facilitated learning, media training and career coaching. Alec is the creator of the GENIUS Coaching Model, a unique approach to coaching creative talent. For further information, contact Alec at www.mcphedran.co.uk. Copyright © Alec McPhedran 2024
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Getting behing behaviour
We naturally react to behaviour. In this article, management coach and trainer Alec McPhedran explains the Behind Behaviour model he developed to discuss and explore performance management and change in people. One of the things I really enjoy is the discussion I have when training or coaching managers on behaviour. Our instincts of flight, fight or play dead dominate our subconscious reactions to other peoples behaviour towards us. The challenge for managers is to build on others good behaviour or change underperforming or unacceptable behaviour. What we need to underdstand is why do people behave as they do in order to identify how to help them with their behaviour change. The Behind Behaviour model is a mix of theories developed to have a discussion with others on understanding behaviour. Once we have some approaches to underdstanding behavioiur, it helps to make it more targetted and focussed in the areas to work on in coaching or motivating others to want to change. One of the theories I use by way of example is the 21 Day Habit Theory from Maxwell Maltz. In his work as a plastic surgeon, he suggests “…that it requires a minimum of about 21 days for an old mental image to dissolve and a new one to jell.” This statement was picked up and, the quote was shortened to the myth that “It takes 21 days to form a new habit”. In fact, itg can be anything from 21 days to 265 days depending on the change, desire and motivation. Equally we have the outcome of a study in the European Journal of Social Psychology which analysed the habits of 96 people over 12 weeks. On average, it is said that a habit takes around 2 months to become an automatic behaviour – 66 days to be exact. For some this can take up to eight months. Despite the debates over these and other theories and concepts about behaviour and habit, the point of the simplicity of the Maltz theory is to explain to managers that just instructing someone to change their behaviour does not work. It takes time. So, in a behaviour change context, we explore how managers need to offer support, coaching, praise and consistency over a period of time and to identify when the new behaviour has been embedded and anchored. Pretty much to the point of unconscious competence. For managers, we work on the fact that in the main, the team behaves as you allow them. Habit is a repetitive behaviour to almost the point of unconscious action – good or bad. We need to agree standards of behaviour, what drives their behaviour and then how to support and change behaviour to, as previously mentioned, unconscious competence. Hence the development of the Behind Behaviour model. Behaviour The behaviour is the external bit we see, hear or feel. It is what we tend to make our judgements on about the other person. Some theory has it that we make out ‘perceived’ judgement within four seconds, some theory almost 1/29th of a second. Again, this is because fight, flight or play dead has took over as a self preservation mechanism. People can manage their behaviour. Tools such as Emotional Intelligence pick up on this. The way we behave is the way we can brand ourselves. Values. We all have our personal values. They are what our parents, grandparents, guardians, family and culture have given us. It embeds itself on average up to the age of sevenish and remains constant for 80% of our lives. It takes a significant life changing experience to change our values. Our values are what are important to us, they are an expression of personal worth – good or bad. As Aristotle is said ‘Give me a child up to the age of seven and I will show you the man.’ In coaching and looking at behaviour change, we can only tend to appreciate values and work with them as they will unlikely want to change their values. We are all different and we should value difference. Beliefs Our values in turn inform us of our beliefs of the world. If I value honesty, then I believe people should be and are more likely to be honest. Beliefs are what people hold to be true. People use their beliefs to help them understand the world around them. Exploring beliefs in behaviour change gives a useful platform to build on for moving behaviour, It links to motivation and self-fulfilment. Experiences As we grow and develop, we accumulate experiences. We associate our experiences with the emotions and feelings linked to those experiences. Some we want more of, some we want to avoid happening again. If people link their beliefs to their experiences, it significantly forms their view of the world. Everybody has significantly different experiences to everyone else. We are all different. In looking at behaviour change, perhaps understanding their experiences and the positive emotions to build on can help. We can explore the negative experiences and emotions and if appropriate, look at different ways to approach and overcome historical experiences. As we get older, we can tend to be more defensive or reluctant to change as the negative emotions and experiences can filter though first. When we were young, nothing held us back. We could do amazing things. It is that positivity that might be worth tapping in to. Thinking In all of us, if our instincts work on our values, beliefs, experiences and emotions. That in turn contributes to our initial thinking. If unmanaged, we could work off our intuitive thinking. Some believe our instinctive thinking is a natural reaction of ‘bottom up’ thinking. They are based on instinct and are unintentional. Bottom up thinking is a survival based stress response brain threat detection system. Essentially driven by instinct. Alternatively, coaching behaviour change could look at ‘top down’ thinking. It takes time to develop top down thinking by evolving connections to the top part of our brain, essentially the executive function centre of the brain. Top down thinking is deliberate and intentional. In coaching, it means guiding others to pause for a second before habitually reacting and thinking in a different and positive way. Attitude With all of the above happening in nano seconds, the challenge is to help others pause and reflect before acting. A key area to explore in behaviour change is an individuals ‘chosen’ attitude. We choose our attitude. I choose if I am going to argue back because you say my work is poor or I can pause, think and change my attitude to want to understand why you believe my work is poor? Our attitude manifests itself in the way we behave. If I am looking to change behaviour, I need to understand why did they behave that way? Why did they chose to take that attitude? It is a rich area to explore and then you can work on an individual to identify and develop strategies to manage their attitude in a more positive or progressive way. From values to attitude, this is all the hidden area – the internal processing. In getting behind behaviour we need to work down the chain in order to change behaviour. The value of the Behind Behaviour model is in the discussion in helping others to change behaviour and the areas potentially to explore and work on. Of course, there are bits missing or that people disagree with regards to the Behind Behaviour model, but for me, it is an invaluable discussion tool in exploring behaviour change. Telling people to behave in a different way does not work. Identifying why they behave as they do and how to develop approaches to self-change is the key focus. Changing behaviour takes time, support and appropriate positive reinforcement. As a manager I have learnt that people behave as you allow them. Understanding individuals and working with them is simply a great and positive investment of time. The Behind Behaviour Model has been developed by Alec McPhedran Chtd Fellow CIPD, Chtd Mngr CMI, MAC, MCMI as a tool for people who coach or train others; to help understand potential areas to explore in managing behaviour change. Alec is a creative sector trainer, coach and mentor. To get in touch with Alec, visit www.mcphedran.co.uk. Copyright © Alec McPhedran 2024 What is the Kübler-Ross Change Curve?
The Kübler-Ross Change Transition Curve is also known as the Kübler-Ross Change Curve or the Five Stages of Grief model. It's a psychological model proposed by Elisabeth Kübler-Ross in her 1969 book "On Death and Dying." The model describes the stages of emotional and psychological response to significant life changes, particularly the process of grieving or significant loss or change. The five stages outlined in the Kübler-Ross Change Transition Curve are:
It's important to note that not everyone experiences these stages in the same way or in the same order. Additionally, the Kübler-Ross Change Transition Curve is not strictly limited to grieving over death but can also apply to various life changes, such as job loss, illness, or significant transitions in personal or professional life. It has been widely applied in fields such as psychology, counselling, organizational change management, and leadership development to help individuals and groups navigate through periods of transition and uncertainty. How does the Kübler-Ross Change Curve help in planning and managing change? The Kübler-Ross Change Curve, despite being initially conceptualized to explain the stages of grief, has found application in various fields, including change management. When managing people through organizational change, understanding and applying this model can help leaders and managers anticipate and address the emotional responses of individuals or teams. Here's how you can use the Kübler-Ross Change Curve in managing people through change: Awareness and Education: Introduce the Kübler-Ross Change Curve to your team or organization to create awareness about the emotional responses people may experience during periods of change. Educate them about the stages and reassure them that it's normal to go through these emotions. Communication: Maintain open and transparent communication throughout the change process. Clearly communicate the reasons for the change, what it entails, and how it will impact individuals and the organization as a whole. Address any concerns or questions people may have, providing them with as much information as possible. Recognize Denial: Understand that denial is a common initial response to change. Some individuals may resist acknowledging the need for change or the severity of the situation. Be patient and empathetic, but gently guide them toward acceptance by providing facts and context. Acknowledge and Manage Anger: Expect that some individuals may express anger or frustration as the reality of the change sinks in. Listen to their concerns, validate their emotions, and address any legitimate grievances. Avoid being defensive and instead focus on finding constructive solutions to alleviate their concerns. Encourage Dialogue and Bargaining: Encourage individuals to express their concerns and engage in dialogue about potential solutions or compromises. While it's essential to maintain the integrity of the change initiative, allowing some degree of input or negotiation can help people feel more empowered and involved in the process. Support Through Depression: Recognize that some individuals may experience feelings of sadness, loss, or anxiety as they come to terms with the change. Provide emotional support, empathy, and resources such as counseling or coaching to help them cope with these feelings. Encourage self-care and resilience-building activities. Facilitate Acceptance and Integration: As individuals move through the stages of the change curve, actively promote acceptance and integration of the new reality. Highlight the benefits and opportunities that the change brings, and celebrate small wins or milestones along the way. Provide ongoing support and encouragement as individuals adjust to the new normal. Monitor Progress and Adapt: Continuously monitor the progress of individuals and teams through the change process. Be flexible and willing to adapt your approach based on feedback and evolving circumstances. Remember that change is a dynamic process, and people may cycle through the stages of the change curve multiple times before fully adapting. By applying the Kübler-Ross Change Curve in managing people through change, you can foster resilience, empathy, and collaboration within your team or organization, ultimately increasing the likelihood of successful change implementation. Alec McPhedran Chtd Fellow CIPD, Chtd Mngr CMI, is a creative sector coach and mentor. He specialises in one to one coaching, facilitated learning, media training and career coaching. Alec is the creator of the GENIUS Coaching Model, a unique approach to coaching creative talent. For further information, contact Alec at www.mcphedran.co.uk. Copyright © Alec McPhedran 2024 |
AuthorAlec McPhedran is a long established creative sector trainer, coach and mentor. Archives
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