Mike Pelfini — 03 December 2024

Leaders can use FAST (frequent, ambitious, specific, transparent) goal setting both as a planning tool and as a way to connect with their team members.

This is the time of year to think about goal setting for the new year. Goal setting helps focus our efforts, and keeps us accountable with following through. Goal setting can also provide a sense of purpose by connecting individual efforts to collective outcomes. 

This article examines how to approach goal setting, from planning strategic priorities to developing individual plans. The most important part of the process will be to consider how all the parts work together to make the whole. The key is connecting individuals to the organization’s goals by keeping everyone informed and involved.  

Review organizational priorities as a first step 

Goal setting should begin with a top-level review of the organization’s priorities. How important are each of the priorities? What resources and time will they require? Summarized below is a useful method of outlining priorities discussed in the Harvard Business Review. 

Critical priorities: Critical priorities are those that must be completed in a set amount of time regardless of the resources required. There should be no more than one or two critical priorities at a time.

Important priorities: Important priorities provide substantial benefits but aren’t essential to the organization. They receive a fixed commitment of resources and no more, which requires flexibility as to the time of completion or the final outcome to be achieved.  

Desirable priorities: Desirable priorities are useful, but the organization does not commit a fixed level of resources or time. Desirable priorities must give way to critical priorities when extra resources are needed.

Think of priorities as a map for decision making and strategy. With priorities in place, it’s possible to begin goal setting.  

Goal setting with the SMART and FAST models

The SMART model. The SMART model of goal setting has become nearly ubiquitous. These are the elements of the SMART model:

• Specific: Goals must be specific, identifying the steps or actions to be taken.  
• Measurable: Goals must have objective metrics to track progress and completion.
• Attainable: Goals should be realistic given the resources available.  
• Relevant: Goals must be tied to organizational priorities.  
• Time-bound: Setting deadlines is a way to ensure accountability.

 

The FAST model. There’s an alternative to the SMART model called FAST (“Frequently discussed, ambitious in scope, [with] specific metrics and milestones, and transparent for everyone in the organization[.]”) It developed as a response to perceived shortcomings of the SMART model.  These are the elements of the FAST model:

Frequently discussed: Goals are part of regular discussions about priorities, progress, and resources. Discussions are designed to avoid the tendency to set goals at the beginning of the year and forget them until the year-end review.

Ambitious: Setting ambitious goals can boost the performance of individuals and teams. Setting ambitious goals is intended to counteract “sandbagging,” or setting low goals that don’t present enough of a challenge.

Specific: Goals are tied to specific metrics and milestones, as in the SMART model.  

Transparent: Goals for all team members are known throughout the organization. That’s in contrast to the SMART model, in which individual goals are not often publicized.  

The FAST model has been adopted by high-tech companies, including Google, Intel, and Netflix, and some more traditional companies, like Burger King, Kraft Heinz, and AB InBev, according to MIT. 

Involving team members in the process

The best planned priorities and goals are of little use unless people are willing to implement them. Here are suggestions to keep team members informed and motivated to meet their individual goals.

Make connections between individual and organizational goals. Too often, leaders set team members’ individual goals without discussing how they benefit the organization. Goal setting done in this way can feel arbitrary and unmotivating. 

Improve goal setting by discussing with each team member how their individual goals fit into the organization’s plans for the coming year. Ask for feedback and suggestions. Involving people in the process promotes engagement.  

Discuss goals throughout the year. The “set it and forget it” model of goal setting provides little in the way of guidance, and doesn’t account for changes that may happen during the year.  

A more useful system is to have regular discussions about goals, progress, and priorities. Keeping in touch with team members is a valuable way to build morale.

Include development goals. The drive to make goal setting “specific” and “measurable” can result in emphasizing short-term gains over long-term development. This myopic approach can lead to the final result not being in the best interests of the individual or the organization.  

Instead of focusing narrowly on performance goals, leaders should include longer term development goals in the mix. Cultivating a growth mindset among both leaders and team members is fundamental to that effort. Focusing on longer term goals and individual development is another great way to build engagement and team morale.  

Goal setting is crucial to individual and organizational growth. Leaders should think of goal setting as a dynamic process that can respond to change and, above all, involve their team members throughout.

If you would like to learn more about goal setting, please contact us.

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