Ambrosia Treatment Center uses the SMART system to continuously improve our

business. Here are two examples of how we’ve used this technique to set and achieve
workplace goals:

1. To help those who need it

One of our goals this upcoming year is to do more for the addiction community at
large, especially those who are uninsured and unable to pay for drug and alcohol
treatment. Late in 2016, we set the goal of giving away 1,500 free days in
treatment. In 2017, we collaborated with several advocacy groups and industry
professionals to give away 1,860 days of free treatment. Our goal for 2018 is to
increase that number to 2,000.

2017 stats: 62 scholarships, 1,860 days of free treatment

2018 goals: 80 scholarships, 2,000 days of free treatment

2. To better our treatment outcomes

Another goal we set in 2016 was to partner with a University to research our
treatment outcomes and evaluate our standard of care. Between 2016 and 2017, we
signed on with two prestigious universities (Rutgers University and Nova
Southeastern University) to study potential uses for anticonvulsants as medication-
assisted treatment.

FY 2017 stats: 500 clients evaluated by 3-4 researchers

FY 2018 goals: 600+ clients evaluated by 8-10 researchers

As a painting contracting firm near Boston, we use SMART goals all the time. Our
goals are always SMART so that our staff knows exactly what they need to do to
reach their goals.

Here’s a breakdown of each part of the goal:

S: Specific goal a for salespeople might include something like “Increase the
average job size on residential painting projects by 10% by adding some add on
options that a customer can choose to buy, in each quote in the next 3 months.” The
more specific, the better.

M: Measuring of goals happens each Monday when we review the goal of the previous
week and set the goal for the upcoming week. When we do a good job in the “S”
(Specific), measuring is easy - it’s either a hit or a miss. Not a lot of gray.

A: Attainable is incredibly important because there is nothing that sucks the life
out of a team that one that’s not their achieving goals.

R: Realistic is a part of “attainable” - as a manager, it’s my job to set goals

that are realistic. Oftentimes people won’t have the foresight to understand what
exactly they can achieve and it’s my job to set their sights either higher or lower
based on my hindsight as a manager.

T: Time-phased is a part of “Specific” - the specificity of the goal should include

a timeframe in which to achieve it. If you notice my example in “S” - it gives that
salesperson 3 months to achieve the goal. Even with a goal of 3 months, it’s
helpful to break that larger goal into weekly goals so it can be measured (“M”) on
an ongoing basis. Without ongoing measurement, a manager risks that the goal-setter
comes to the end of their time frame and is nowhere near the goal. By measuring in
small phases, it’s much easier to recoup and adjust on the fly and make up from a
bad week in the following weeks.