SMART Coaching Conversation and Goal Cascade

What this is

The book's full treatment of SMART goals: the five criteria with the question each answers and "Instead of / Use" examples, a four-step cascade from organizational objective to individual goal, three team techniques (workshops, check-ins, technology), and a scripted manager-coachee conversation that builds one SMART goal criterion by criterion. SMART is credited to George T. Doran, 1981.

Use when / Do not use when

Use when (book): setting goals with a coachee "that are Specific, Measurable, Achievable, Relevant, and Time-bound," and aligning them "with broader organizational objectives." Do not use when: no exclusions in the book. Addition: the book gives no guidance for goals that resist quantification (for example, relationship or behavior goals); use judgment and record it.

The Instrument

A. The five criteria, the questions they answer, and the book's examples (Ch.7)

Ch.5 gives shorter versions of the same five with these examples: Specific "Increase sales by 15% in the next quarter"; Measurable "Track weekly sales metrics to ensure we're on target"; Achievable "Based on last quarter's performance, a 15% increase is challenging but achievable"; Relevant "Increasing sales aligns with our company's growth strategy"; Time-bound "Achieve this by the end of the next quarter."

B. Goal cascade: aligning goals with organizational objectives (Ch.7)

1. Understand Organizational Objectives: familiarize yourself with the company's mission, vision, and strategic goals.
2. Set Departmental Goals: break organizational objectives into departmental goals.
3. Translate into Individual Goals: ensure each coachee's goals support departmental and organizational goals.
4. Communicate the Big Picture: help coachees see how their work contributes to the organization's success.

Book's example (verbatim):

C. Three team techniques (Ch.7)

• Goal Setting Workshops ("help ensure buy-in and alignment"): (1) present the organizational objectives; (2) break into smaller groups to brainstorm relevant goals; (3) refine goals using the SMART framework; (4) share and discuss goals with the larger group.
• Regular Check-ins: (1) review the goal and progress to date; (2) discuss challenges or obstacles; (3) adjust the action plan if necessary; (4) celebrate successes and provide constructive feedback.
• Use of Technology: goal-setting software such as OKR platforms (the book says they help maintain visibility and accountability): (1) input goals; (2) set reminders and milestones; (3) monitor progress and update regularly; (4) generate reports for review meetings.

D. Scripted SMART conversation: Maria (manager) and David (sales representative) (book illustration, unverified, not for ROI or proof claims)

Context: David has shown potential but struggles with consistent performance; Maria sets SMART goals in a one-on-one to improve client engagement and sales numbers.

Final SMART goal (book): "Increase client meetings by 20% each month, tracked using CRM software, to be achieved by the end of the next quarter."

Follow-up as the book describes it: monthly check-ins using CRM data to track meetings and discuss challenges, with Maria offering support and resources; an end-of-quarter review of strategies that worked and areas to improve; acknowledging the achievement and discussing new SMART goals. (The review result figure in the book is not reproduced here.)

E. The same goal in the Ch.5 development-plan version (book)

The coach and David set the goal with the five criteria: Specific "Increase the number of client meetings by 20% each month"; Measurable "Use CRM software to accurately track and record the number of client meetings"; Achievable "challenging but realistic with improved time management and effort"; Relevant "directly aligned with the company's revenue objectives"; Time-bound "by the end of the next quarter." The plan adds: CRM training; time management techniques (Pomodoro Technique, Eisenhower Matrix); weekly planning time; sales training on converting meetings; quarterly goal broken into monthly milestones; bi-weekly check-ins.

F. Workbook template (Performance Improvement Framework, step 1-2)

Collaborate with the coachee to define SMART goals aligned with the organization's strategic objectives. SMART Goals: ___ | Alignment with Organizational Objectives: ___ | Progress Metrics: ___ Action Planning template: Goal / Action Steps / Responsibilities / Deadlines.

G. Call to Action (Ch.7)

Work with a coachee to set three SMART goals related to their professional development; align these goals with broader organizational objectives; schedule regular check-ins to monitor progress.

How to run it (Performance Lab suggested practice)

1. Draft one goal in plain words. Walk it through section A one criterion at a time with the coachee, asking the attached questions and writing the answer.
2. Write the final goal as one sentence in the style of the book's final goal.
3. Complete the cascade (section B): write the organizational objective and department goal above the individual goal, or record "not known."
4. Set the check-in rhythm and date (the book shows monthly in Ch.7 and bi-weekly in Ch.5; choose and note it).
5. Repeat for up to three goals (book's Call to Action).
6. Plan-level note (Performance Lab): SMART goals are plan-level goals. The weekly coaching unit is still one behavior at a time.

Record sheet (Performance Lab suggested practice)