Meeting participants don’t argue about verbs and nouns, they argue about modifiers. Modifiers include adjectives, adverbs, and prepositions. For example…
Facilitating the transformation of vague indicators into SMART (Specific, Measurable, Adjustable, Relevant, Time-based) measures and criteria is crucial for turning abstract ideas into actionable outcomes. When participants in a meeting debate modifiers—adjectives, adverbs, and prepositions—they’re often grappling with the subjective elements of goals, such as the difference between completing a task “well” or “quickly.” The key to moving from subjective to objective is identifying clear, quantifiable measures.
Edwards Deming provided the original acronym and definition of SMART as specific, measurable, achievable, relevant, and time-based.
At MGRUSH we frequently change the “A” to adjustable as explained later. Finding the specific and measurable represents the most common challenge when creating SMART measures or objectives. Finding the unit of measurement quickly shifts arguments from the subjective to the objective.
Use the following question to build consensus around SMART measures (objective) rather than fuzzy goals (subjective).
“What is the unit of measurement for (insert modifier)?”
Transition from Subjective to Objective
To transition from subjective discussions to objective, actionable plans, employ a powerful question to pinpoint SMART measures: “What is the unit of measurement for [insert modifier]?” This question shifts focus from abstract descriptors to concrete, quantifiable terms, facilitating consensus on specific, measurable objectives.
Understand the different types of criteria
There is no universally accepted definition of terms used to describe measures. The history of SMART criteria reflects CSF, CTQ, FMA, KPI, NCT, OKR, TQM, and others.
There are differences of course. For example, with Six Sigma, SMART criteria are frequently referred to as CTQ, or Critical to Quality measurements. CTQ might substitute the following questions for the SMART test:
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- Specifically, stated with upper and lower specification limits?
- Is it directional so that we can objectively determine whether it is increasing, decreasing, or staying the same?
- To what extent is it linked to specific customer needs connected to the objectives of the project?
We won’t bother you with additional explanations (such as OKR) since they all represent measures of success (or failure). As the process policeman, however, facilitators must control the operational definitions. Use whatever terms work for your culture, but aspire for consistency and do not permit arguments about the definitions of terms you use in the meeting purpose, meeting scope, and meeting deliverables.
The purpose of all SMART measures is to identify WHAT an organization will measure as it reaches toward its future vision. Measures enable a group to shape and define the most appropriate strategies, activities, or tactics (i.e., WHAT to do to reach the vision). SMART measures are particularly helpful since they are objective and non-biased by perception. Understand the next two measurement types that follow to effectively facilitate consensus.
Defined Measures: Objectives, Goals, and Considerations♦
- A measure is a standard unit used to express the size, amount, or degree of something. An objective is a desired position reached or achieved by some activity at a specific time. Objectives provide measurable performance [ ≣ ].
- A goal is a directional statement that may remain fuzzy or subjectively measurable [ ☁ ].
- A consideration is an important management issue, constraint, or concern that will affect reaching the objectives [ ✓ ].
♦ NOTE: Some consulting firms define them exactly the opposite. There is NO universal standard or answer. We are agnostic but must consistently apply one definition or the other(s). Please be consistent within your culture.
To Facilitate from Vague Indicators into SMART Measures and Criteria
Use Ideation to develop candidate measures: Describe the rules of Ideation in Brainstorming. Capture their candidates and consider the voice of the customer or customer types. Focus on potential measures that overlap or share a common purpose.
When the group exhausts its list of candidates, review each candidate and separate them into potential categories by coding them as shown above: objectives [ ≣ ], goals [ ☁ ], and considerations [ ✓ ]. Review potential objectives [ ≣ ] and make them SMART by first determining the unit of measurement. Do not show the SMART definition however until after you have captured the raw/ draft input. Consider using break-out teams to convert raw input into final SMART objectives:
- Specific,
- Measurable,
- Adjustable [and challenging],
- Relevant [and achievable], and
- Time-based).
Next, separately list and fully define remaining non-SMART goals (subjective) and other important considerations (binary).
The facilitator must challenge participants to make their thinking visible.
Again, when someone uses a modifier, take over the conversation, isolate the modifier, and challenge it with the same question:
“What is the unit of measurement for (insert modifier)?”
Always focus on identifying WHAT is being measured before allowing arguments on HOW to measure it. WHAT unit or units of measurement do we typically use to agree that the job qualifies as well done? For example, if the job is to create a Facebook advertisement that will run for five days, the unit of measurement that defines well might be the number of clicks the advertisement receives in that five-day period. One hundred or more clicks may equal well done, while less than that, not so well done. To measure what determines quickly, we might turn to a calendar and agree on a completion date(s). Do not hesitate, time permitting, to facilitate multiple measures for quickness.
Converting Vague Indicators into SMART Objectives
Gauges, potentiometers, and dials help us zero in on specific and measurable aspects. The gas gauge indicates available gallons (or liters) of fuel. Much like pressure gauges rely on PSI or kPa while temperature gauges depend on Fahrenheit or Celsius. The unit of measurement provides an objective reference point on which everyone must agree. We have found that once people can envision a gauge, you make it easier for them to isolate a potentially SMART objective. If they are unable to dial up or dial down a specific unit, they do not have SMART objectives or criteria. They have become stuck with something fuzzy and subjective.
We may still argue whether we have ‘enough’ gas to reach our destination, but few can now argue that we have approximately X.x gallons remaining because gauges provide real-time feedback. The refining method also focuses on other factors that contribute to fuel consumption such as weight, headwind, etc. One at a time, you can lead participants to meaningful actions that everyone can own (e.g., roll up the windows, turn off the air-conditioning, etc.).
Be a stickler for specificity
Once they’ve agreed on the unit of measurement, get their agreement on where the data is found or created. You do not want people arguing in future sessions about different numbers coming from different reports. We go so far as to demand the report number and even the page, column, and row intersection.
For example, if we are measuring productivity by millions of barrels of oil, then isolate the Report Name/ Number and the row and the column as well. You want to make it easy for your great-grandmother to complete the calculation (given the right information) and derive the same answer as your team. If so, they identified a truly objective standard that everyone will support.
Modifiers Are Vague Indicators of SMART Objectives or Criteria
Discover the Conditions that Fail to Yield SMART Objectives
Once participants reach an agreement about the unit of measurement and source of the data, lead a richer discussion about thresholds. For example, how much ‘stuff’ puts us in the Green Zone? When do we enter the Yellow zone? What characteristics toggle us into the Red Zone? Further, refine your objectives with a sense of timing such as duration or frequency. And be prepared to record the conditions, because there is usually more than one right answer. Your questions should avoid being close-ended. Rather, be prepared to ask . . .
“Under what conditions (insert zones or values)?” or
“(insert zones or values) conditions occur BECAUSE . . .”
. . . differing viewpoints may co-exist. We have found that combining crisp meeting design with facilitators that carefully control context, pre-empts discussion about factors that are NOT relevant. Strive to build ranges rather than to target a single value. No one can predict future factors with certainty. However, explaining WHY behind the best case, worst case, and most likely case will make it much easier to build consensus.
Probabilities consist of commonly held assumptions, beliefs, and outlooks about some future state or condition. Forward-looking deliverables such as five-year plans and shaping curves rely exclusively on the concept of probabilities since no future state is certain.
How can a facilitator help resolve arguments around conflicting probabilities, particularly when evidence supports multiple outcomes? Create ranges and not fixed numbers.
Scenario Planning Creates Ranges
Stormy Skies Scenario
Strive to avoid building one set of “answers”. Rather, build multiple answers and at minimum three. Facilitate common understanding around three to five scenarios:
Sunny Skies
Dare your participants to think positively. Ask them to relieve themselves from concerns about risks and other exogenous factors. Build and agree on the “best likely” scenario, akin to sunny skies and clear sailing. Don’t allow impediments or other negative throttles. While probabilistically unlikely, the sunny skies scenario provides a bookend, number, or set of numbers that would unlikely ever be exceeded.
Stormy Skies
Take your participants in the opposite direction. Allow for every conceivable catastrophe or injurious situation. Try to fall short of “bankruptcy” or “going out of business” but relent if your participant makes an urgent claim that complete “death” is one possible outcome.
Partly Sunny Skies
Having built the two prior scenarios, take a closer look at the Sunny Skies scenario and toggle some of the less likely occurrences. Strive to make this view and set of numbers positive, but not extreme. If necessary, use the PowerBalls tool to rank the importance of assumptions and toggle the most important drivers, leaving others untouched.
Partly Cloudy Skies
With our bookend approach, move in the opposite direction by taking a closer look at the Stormy Skies scenario. Toggle some of its less likely occurrences. Here you want to lead to a set of negative numbers, but not in the extreme. Have them study past performance and downturns for reliable percentages. Again, if necessary, use PowerBalls to rank the impact of assumptions. Only toggle the most impactful, leaving the others untouched.
Probable Skies
Take your scenarios and sets of numbers to drive consensus around the most likely scenario. Force participants to defend their arguments. Appeal to the prioritized lists of assumptions and revisit the prioritization results if necessary. Begin to listen and note the most extreme numbers being suggested as “most likely” because they can help establish the final range.
Refining analysis takes the final range and establishes targets and thresholds for on-target performance (e.g., green lights), cautionary performance (e.g., yellow lights), and intervention performance (e.g., red lights).
The value of a facilitator is rarely greater than when serving as a referee for future conditions.
The facilitator’s role is pivotal in steering discussions from abstract debates over modifiers to the establishment of clear, actionable SMART objectives. By insisting on specificity, managing scenario planning, and refining assumptions, facilitators can guide groups to consensus on measures that are not only precise but also universally understood and agreed upon within the group. This structured approach ensures that objectives are not just well-defined but also aligned with the organization’s strategic vision and capable of guiding effective action.
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Terrence Metz, MBA, CSM, CSPF, PSP01, HTTO1, is the Managing Director of MG RUSH Facilitation Leadership, Training, and Meeting Design, an acknowledged leader in structured facilitation training, and author of “Meetings That Get Results – A Facilitator’s Guide to Building Better Meetings.” His FAST Facilitation Best Practices blog features nearly 300 articles on facilitation skills and tools aimed at helping others lead meetings that produce clear and actionable results. His clients include Agilists, Scrum teams, program and project managers, senior officers, and the business analyst community among numerous private and public companies and global corporations. As an undergraduate of Northwestern University (Evanston, IL) and an MBA graduate from NWU’s Kellogg School of Management, his professional experience has focused on process improvement and product development. He continually aspires to make it easier for others to succeed.
