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WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

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Page 1: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS?

WRITING SMART GOALS WEBINAR

FOR YOUTH DEVELOPMENTFOR HEALTHY LIVINGFOR SOCIAL RESPONSIBILITY

February 7,2012

Page 2: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

S.M.A.R.T. GOALS

2 | Writing SMART Goals | ©2010 YMCA of the USA

• THE ACRONYM S.M.A.R.T. OUTLINES THE SET OF CRITERIA THAT YOUR GOAL MUST FOLLOW IN ORDER FOR IT TO BE A WELL-

FOCUSED AND ACHIEVABLE GOAL.

Page 3: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

S.M.A.R.T. GOALS

3 | Writing SMART Goals | ©2010 YMCA of the USA

Page 4: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

SPECIFIC

•Specific Goals:– Not general

– Clear and unambiguous

– Provide expectations

– Explain importance

– Discuss who is involved

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Page 5: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

SPECIFIC

•Specific Goals will usually answer questions such as:

– Who is involved?

– What do I want to accomplish?

– When will it happen?

– Where is it going to happen?

– Why do you want to do it?

– How are you going to do it?

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Page 6: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

NOT SPECIFIC……

“ I want to write a book”

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SPECIFIC…...

“In order to improve my time management skills, I am going to write a book on it that is at least 200 pages in length and have it done by December 16th. I’ll commit myself to writing at least 2 pages every workday until I reach completion.”

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MEASURABLE

•Measurable Goal:– Criteria for measuring progress

– Help us stay on track

– Allow us to reach target dates

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MEASURABLE

•A Measurable Goal will usually answer questions such as:

– How much?

– How many?

– How will I know when it is accomplished?

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Page 10: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

NOT MEASURABLE……

“I want to be rich.”

10 | Writing SMART Goals | ©2010 YMCA of the USA

Page 11: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

MEASURABLE……

“ I want to generate $100,000 in extra income within 5 years from this date.”

11 | Writing SMART Goals | ©2010 YMCA of the USA

Page 12: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

ATTAINABLE

•Attainable Goals– Challenging but not extreme

– Most important to you

– Utilize your strengths

– Develop an area of opportunity

– Realistic for your situation and skill level

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ATTAINABLE

•An Attainable Goal will usually answer the question:

– How can the goal be accomplished?

13 | Writing SMART Goals | ©2010 YMCA of the USA

Page 14: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

NOT ATTAINABLE……

“I want to become a millionaire in 2 months.”

14 | Writing SMART Goals | ©2010 YMCA of the USA

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ATTAINABLE…..

“I want to become a millionaire within 10 years by starting my own personal

development company and doing seminars all over the world and by creating a line of passive income

products.”

15 | Writing SMART Goals | ©2010 YMCA of the USA

Page 16: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

RELEVANT

•Relevant Goals– Goals you can reach

– Have a willingness and ability to work towards

– Support the mission

– Support department, individual and/or branch plans

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Page 17: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

RELEVANT

•A Relevant Goal will usually answer the question:

– Does this seem worthwhile?

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Page 18: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

NOT RELEVANT……

“Within one year, I want to become a master at the video game donkey

kong.”

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Page 19: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

RELEVANT

“By the end of the year, I want to build a philanthropic foundation that helps

feed the homeless.”

19 | Writing SMART Goals | ©2010 YMCA of the USA

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TIME BOUND

•Time-Bound Goals– Commits to a deadline

– Creates a focus on specific target area(s) and timeframes

– Establishes a sense of urgency

– Prevents goals from being overtaken by day-to-day tasks

– Can be short, medium or long-term

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Page 21: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

TIME BOUND

•A Time-Bound Goal will usually answer the question:

– When?

– What can I do 6 months from now?

– What can I do 6 weeks from now?

– What can I do today?

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Page 22: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

NOT TIME BOUND…….

“I am going to do my workout.”

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Page 23: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

TIME BOUND

“I am going to finish my workout by 8pm tonight and I will achieve this

deadline by spending 15 minutes on each area I am concentrating on.”

23 | Writing SMART Goals | ©2010 YMCA of the USA

Page 24: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

LET’S PRACTICE……

24 | Writing SMART Goals | ©2010 YMCA of the USA

Example – I will lose weight

Specific?

Measurable?

Attainable?

Relevant?

Time- Bound?

Page 25: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

LET’S PRACTICE……

25 | Writing SMART Goals | ©2010 YMCA of the USA

Example – I will lose weight

Specific? No

Measurable? No

Attainable? Who knows?

Relevant? Maybe

Time- Bound? No

Page 26: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

LET’S PRACTICE……

26 | Writing SMART Goals | ©2010 YMCA of the USA

Example –To improve my health, I will lose 10 pounds by August 15, 2012

Specific?

Measurable?

Attainable?

Relevant?

Time- Bound?

Page 27: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

LET’S PRACTICE……

27 | Writing SMART Goals| ©2010 YMCA of the USA

Example –To improve my health, I will try to lose 1 pound a week but a total of 10 pounds by August 15, 2012

Specific? Yes – lose 10 pounds

Measurable? Yes – compare weight before & after

Attainable? Yes – 1 pound a week

Relevant? Yes – lose weight to improve health

Time- Bound? Yes – by August 15, 2012

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LET’S PRACTICE……

28 | Writing SMART Goals | ©2010 YMCA of the USA

Example – I will increase revenue in the Aquatics Department by August 30, 2012

Specific

Measurable

Attainable

Relevant

Time Bound

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LET’S PRACTICE……

29 | Writing SMART Goals| ©2010 YMCA of the USA

Example – I will increase revenue in the Aquatics Department by August 30, 2012

Specific No

Measurable Yes- but not how or specifically

Attainable Who knows?

Relevant Maybe

Time Bound Yes- but unclear of how and what

Page 30: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

LET’S PRACTICE……

30 | Writing SMART Goals | ©2010 YMCA of the USA

Example – To increase revenue in the Aquatics Department by 20%, I will develop a new parent/child aquatics class by August 30, 2012

Specific

Measurable

Attainable

Relevant

Time Bound

Page 31: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

LET’S PRACTICE……

31 | Writing SMART Goals | ©2010 YMCA of the USA

Example – To increase revenue in the Aquatics Department by 20%, I will develop a new parent/child aquatics class by August 30, 2012 and set aside 2 hours a week to focus on this.

Specific Yes- new Parent/Child class

Measurable Yes- by comparing revenue before and after

Attainable Yes- I will set aside 2 hours each week towards accomplishing this goal

Relevant Yes- adds revenue & increases participation for aquatics department

Time Bound Yes- with this deadline, this new class will be rolled out in the Fall session

Page 32: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

LET’S PRACTICE……

32 | Writing SMART Goals | ©2010 YMCA of the USA

Example – In an effort to improve member expectations, we will implement a member comment card process and select a task force to analyze and respond to data received by December 31, 2012.

Specific

Measurable

Attainable

Relevant

Time Bound

Page 33: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

LET’S PRACTICE……

33 | Writing SMART Goals | ©2010 YMCA of the USA

Example – In an effort to improve member expectations, we will implement a member comment card process and select a task force to analyze and respond to data received by December 31, 2012.

Specific Yes, implement a member comment card system

Measurable Yes, by implementing comment card system and task force to respond/analyze data to look for positive trends

Attainable Yes, by implementing system and having monthly task force meetings to respond to comments received

Relevant Yes, to improve member expectations

Time Bound Yes, by December 31, 2012

Page 34: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

LET’S PRACTICE……

34 | Writing SMART Goals | ©2010 YMCA of the USA

Example –

Specific

Measurable

Attainable

Relevant

Time Bound

Page 35: WE KNOW YOU’RE SMART………BUT ARE YOUR GOALS? WRITING SMART GOALS WEBINAR FOR YOUTH DEVELOPMENT FOR HEALTHY LIVING FOR SOCIAL RESPONSIBILITY February 7,2012

LET’S PRACTICE……

35 | Writing SMART Goals | ©2010 YMCA of the USA

Example –

Specific

Measurable

Attainable

Relevant

Time Bound

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36 | Writing SMART Goals | ©2010 YMCA of the USA

Performance and

Development Summary – Exempt

Name: Title: Business Unit/Facility: (as it appears on employee’s paycheck)

List 2011 Major Actions, Highlights, and Achievements. Should include supervisor’s overall assessment, performance trends and key areas requiring additional attention from 2011 Performance Goals.

Consider the Employee’s performance against expectations. Indicate the Employee’s performance level by checking the relevant box. Competency Rating: D=Distinguished ES=Exceeds Standards MS=Meets Standards BS=Below Standards D ES MS BS N/A 1. Initiative – Takes action on his/her own when the situation calls for it; maintains and projects a positive and proactive outlook; is resourceful and creative in solving problems.

2. Achieving Results – Demonstrates commitment to organizational goals; establishes high standards and challenging goals; puts a priority on getting results; persists in the face of obstacles; conveys a sense of urgency; brings issues to closure.

3. Communication – In verbal and written communication clearly articulates the key points of an issue; prepares well-organized presentations; uses an effective delivery style. Uses active listening skills (open-ended questions, reflections, summaries, and affirmations) when interacting with members and fellow staff.

4. Leadership – Provides leadership by example; defines a vision and engages employees in pursuit of the vision; models organizational values; inspires commitment in others; recognizes others’ contributions; celebrates diversity and welcomes differences.

5. Problem Solving and Decision Making – Analyzes problems using a sound problem solving strategy; identifies underlying issues and root causes in complex problems; considers problems from multiple perspectives; develops effective solutions.

6. Teamwork/Working With Others – Supports team efforts; builds a spirit of participation and belonging; builds group cohesiveness by emphasizing team objectives and reinforcing cooperation.

7. Interpersonal Skills – Builds and maintains effective working relationships; develop and leverages an effective network; values others opinions and ideas; remains open to feedback; effectively partners with other departments and outside resources.

8. Member Service Orientation – Accurately diagnoses member needs, identifies member interests, and is proactive in addressing those interests and needs; establishes member rapport and communicates effectively with members; puts the needs of the members first.

9. Supervising and Developing Others – Identifies and develops talent; recommends and supports training and development opportunities; provides timely, objective performance feedback; deploys talent to optimize performance; builds bench strength. 10. Job/Organizational Knowledge – Prepares business, operating, and/or project plans; understands key business and financial metrics including the budget; has a broad understanding of the outside competitive environment.

11. Pressure Tolerance/Energy/Resilience – Maintains and communicates a high level of enthusiasm, commitment and focus to all Employees. Manages stress and maintains energy level. Bounces back from challenges quickly

12. YMCA Community – Displays loyalty and commitment to YMCA mission and values; implements caring, honesty, respect and responsibility into the daily activities of the program; mirrors positive YMCA image to members and staff; demonstrates understanding and respect for people of all backgrounds.

Other: List other competency required of this Employee’s particular position

Other: List other competency required of this Employee’s particular position

Other: List other competency required of this Employee’s particular position

Check Review Type: 90-Day Annual

Self Supervisor

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37 | Writing SMART Goals | ©2010 YMCA of the USA

Key Strengths Key Development Needs

List 2012 SMART Goals and/or Objectives (Please refer to list of Top Priority Competencies designated to your leadership level)

Employee Comments (Attach Additional Sheets if Required)

Overall Performance

Rating

D Distinguished Approval / Print and Sign

ES Exceeds Standards Supervisor / Date: MS Meets Standards

BS Below Standards Employee / Date:

DISTRIBUTION: Original – Employee’s File Copy – Employee

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YMCA OF METRO CHICAGO [New C o m p ete n c ies to be used for setting 2012 Goals] TOP PRIORITY LEADERSHIP COMPETENCIES (for Full-Time Staff)

Leadership Level: LEADER Sample Positions in this LEADER level: child care teacher, social worker, program staff (w/o supervisory re sp o n s ib il it i e s), a d m in is tra tiv e assistant, accounting coordinator, marketing coordinator.

COMPETENCIES BEHAVIOR INDICATORS Values C o n s is te n t l y d e m o n s t r a t e s the Y’s values. Show a genuine concern for the needs, feelings, and well-being of others, even under stress. Acts with integrity

and c r e d ib i l i t y in all situations. Inclusion Displays ease and comfort with people of different backgrounds, abilities, opinions, and perceptions. Works effectively with all members of a diverse

team. Seeks out and includes others in order to gather new and different points of view. Relationships Develops and maintains m u t u a l l y beneficial relationship with volunteers, members, and colleagues at all levels of the organization. P r o a c t iv e l y assists

others in meeting goals by sharing information and resources. Welcome o p p o r tu n i t ie s to work in small c o m m u n it ie s (i.e. committees, groups, teams). Communications Uses appropriate c o m m u n ic a t i o n methods or styles to ensure the message is understood, e s p e c ia l l y by diverse audiences. Writes in a clear, concise, and

logical fashion to ensure understanding. Listen actively by asking open-ended questions. Quality Results Delivers a high-value experience to members and participants. Partners with supervisors to set and clearly articulate goals. Monitors own performance

against standards and takes quick and appropriate actions to stay on course. Self Development C o n t i n u o u s l y works at developing functional competencies and operational skills. C o n t i n u o u s l y pursues and applies new and better ways to get work

done. Takes advantage of informal learning o p p o r tu n i t ie s ; listens and observes to gain new insights. Seeks to expand capabilities, skills, and knowledge through stretch assignments.

Functional Expertise Has the function and technical knowledge and skills to do the job at a high level of a c c o m p lis h m e n t . Uses best practices, guidelines, and industry standards as a framework to improve performance.

In collaboration with staff, supervisors may select two (2) additional competencies for their staff in creating 2012 SMART goals and objectives. All 18 competencies and behavior indicators are listed in the Leadership Competency Development Guide under “Staff & Volunteer Development” at www.ymcaexchange.org (username: ymca / password: 9622).

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39 | Writing SMART Goals | ©2010 YMCA of the USA

YMCA OF METRO CHICAGO [New C o m p ete n c ies to be used for setting 2012 Goals] TOP PRIORITY LEADERSHIP COMPETENCIES (for Full-Time Staff)

Leadership Level: TEAM LEADER Sample Positions in this TEAM LEADER level: child care site supervisor, day camp director, program manager and coordinator (w/ supervisor re s p o n s ib il i t ie s ), program director, front desk supervisor, business manager, Metro Office-any manager level positions.

COMPETENCIES BEHAVIOR INDICATORS Values Models and teaches the Y’s values to other. Cultivate trust in others through direct and hones interactions. Keep confidence and earns the trust of others.

Interacts in a candid and straightforward manner. Inclusion Actively leads Y inclusion and diversity activities, strategies, and initiatives. A p p r o p r i a te ly addresses and corrects behaviors and practices that don’t

support inclusion. Encourages everyone to work well with each other, regardless of dimensions of diversity. Actively looks for and incorporates different points of view when making decisions.

Relationships Builds effective teams and committees by fostering common vision and plans. Assesses team dynamics and takes appropriate actions to engage team members in the task at hand. Manage conflict c o n s tru c t iv e l y so that d i s a g r e e m e n ts lead to useful and productive discussions. Cooperates with others knowing when to follow and when to lead.

Communications C o m m u n ic a t e s needs and goals effectively to team members and individuals. Ensures that regular, consistent c o m m u n ic a t io n takes place within area of r e s p o n s ib i l i t y . Creates and delivers p r e s e n ta t io n s and messages suited to the c h a r a c te r is t ic s and needs of the audience. Tell stories of the Y’s cause and impact in the community.

Quality Results Holds staff accountable for high-quality, timely, and cost-effective results. Defines clear goals, objectives, and measurements for staff members. Utilizes a process to measure progress against strategic goals and ensure continuous i m p r o v e m e n t . Continually meets and exceeds staff and member expectations.

Self Development Takes every o p p o r tu n i t y to improve personal management and leadership skill. Has a passion for learning that drives the pursuit of new knowledge and the d is c o v e r y of new idea. Listens and observes to gain new insight and c o n t in u a l l y improve performance.

Functional Expertise Has the function and technical knowledge and skills to do the job at a high level of a c c o m p lis h m e n t . Uses best practices, guidelines, and industry standards as a framework to improve performance.

Project Management Defines tasks and milestones; delegates to ensure the optimal use of resources to meet those objectives. Organizes time and resources in an effective way. Sets, c o m m u n ic a te s , and r e g u l a r l y assesses priorities so that projects stay on time and on target to meet the stated goals. Assists individuals and teams, as necessary, in setting realistic goals.

In collaboration with staff, supervisors may select two (2) additional competencies for their staff in creating 2012 SMART goals and objectives. All 18 competencies and behavior indicators are

listed in the Leadership Competency Development Guide under “Staff & Volunteer Development” at www.ymcaexchange.org (username: ymca / password: 9622).

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40 | Writing SMART Goals | ©2010 YMCA of the USA

Performance and

Development Summary – Sample 2

Name: Title: Business Unit/Facility: (as it appears on employee’s paycheck)

List 2011 Major Actions, Highlights, and Achievements. Should include supervisor’s overall assessment, performance trends and key areas requiring additional attention from 2011 Performance Goals. Overall, Frank exhibited a strong performance as an Operations Director over the past year. This is particularly impressive as he was only promoted into the position in May from Program Director and quickly asserted his leadership to lead his team to great success. Moreover, he inherited a brand new staff due to a previously high level of turnover (62%) among part-time employees. Frank met almost all of his performance objectives, and particularly shined in the Members area where he developed a member satisfaction process that led to a 25% increase in membership over LY. While he missed his revenue goal by 18%, this was in part due to a major remodeling that decreased member traffic in fitness in the spring. The turnover among Employees is still higher than it should be, but Frank has put together a game plan around integrating new hires and spending more time mentoring them that hopefully will bring those numbers down. Passionate as he is, Frank still can tend to exhibit too much frustration with demanding members, which is not good for Employees to see in their leader. Overall, Frank is a results-oriented, passionate leader who has eagerly taken on this new challenge. He has a tremendous knowledge of the business and consistently makes savvy decisions that address both short- and long- term issues in the center. In terms of development, he would benefit from managing his frustrations and stress, as well as implementing better planning systems. Over the next year, Frank needs to demonstrate he can develop and retain his team, as well as effectively plan for a competitor’s opening in October. Frank is well-placed in his position, and will continue to develop from additional experience as Ops. Director. Consider the Employee’s performance against expectations. Indicate the Employee’s performance level by checking the relevant box. Competency Rating: D=Distinguished ES=Exceeds Standards MS=Meets Standards BS=Below Standards D ES MS BS N/A 1. Initiative – Takes action on his/her own when the situation calls for it; maintains and projects a positive and proactive outlook; is resourceful and creative in solving problems.

2. Achieving Results – Demonstrates commitment to organizational goals; establishes high standards and challenging goals; puts a priority on getting results; persists in the face of obstacles; conveys a sense of urgency; brings issues to closure.

3. Communication – In verbal and written communication clearly articulates the key points of an issue; prepares well-organized presentations; uses an effective delivery style. Uses active listening skills (open-ended questions, reflections, summaries, and affirmations) when interacting with members and fellow staff.

4. Leadership – Provides leadership by example; defines a vision and engages employees in pursuit of the vision; models organizational values; inspires commitment in others; recognizes others’ contributions; celebrates diversity and welcomes differences.

5. Problem Solving and Decision Making – Analyzes problems using a sound problem solving strategy; identifies underlying issues and root causes in complex problems; considers problems from multiple perspectives; develops effective solutions.

6. Teamwork/Working With Others – Supports team efforts; builds a spirit of participation and belonging; builds group cohesiveness by emphasizing team objectives and reinforcing cooperation.

7. Interpersonal Skills – Builds and maintains effective working relationships; develop and leverages an effective network; values others opinions and ideas; remains open to feedback; effectively partners with other departments and outside resources.

8. Member Service Orientation – Accurately diagnoses member needs, identifies member interests, and is proactive in addressing those interests and needs; establishes member rapport and communicates effectively with members; puts the needs of the members first.

9. Supervising and Developing Others – Identifies and develops talent; recommends and supports training and development opportunities; provides timely, objective performance feedback; deploys talent to optimize performance; builds bench strength. 10. Job/Organizational Knowledge – Prepares business, operating, and/or project plans; understands key business and financial metrics including the budget; has a broad understanding of the outside competitive environment.

11. Pressure Tolerance/Energy/Resilience – Maintains and communicates a high level of enthusiasm, commitment and focus to all Employees. Manages stress and maintains energy level. Bounces back from challenges quickly

12. YMCA Community – Displays loyalty and commitment to YMCA mission and values; implements caring, honesty, respect and responsibility into the daily activities of the program; mirrors positive YMCA image to members and staff; demonstrates understanding and respect for people of all backgrounds.

Other: List other competency required of this Employee’s particular position

Other: List other competency required of this Employee’s particular position

Check Review Type: 90-Day Annual

Self Supervisor

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Key Strengths Key Development Needs

Achieving Results: focuses on and creates processes and operational consistency to increase efficiency and reduce cost. Leadership: always does what he says he will do, which builds loyalty and trust in his people. Problem Solving and Decision Making: is forward thinking, and balances his focus on both the long- and short- term

Interpersonal Skills: can lose patience and become outwardly frustrated in front of members and staff Teamwork/Working With Others: is very good at initiating relationships, but needs to ensure that relationships are nurtured ongoing Job/Organizational Knowledge: planning systems are not structured and do not have contingency plans built into them; this leads to deadlines being missed

List 2012 SMART Goals and/or Objectives (Please refer to list of Top Priority Competencies designated to your leadership level)

Reduce turnover in the membership staff by 10% in the next quarter Developing Others

Frank will institute a buddy program for all new hires in the next month Frank will schedule monthly ½ hour mentoring discussions with each of his employee’s

Communication Frank will hold monthly staff meetings and use 20 minutes to debrief on the new hire process with team and brainstorm new ideas for improvement

Improve ability to model Y values to team when interacting with demanding members on a daily basis Value

On a daily basis Frank with model Y values when interacting with demanding members Begin a member survey on a monthly basis to evaluate how well Y values are displayed

Relationships On a weekly basis Frank will ask for feedback from staff as to how he is doing handling members and modeling Y values

Employee Comments (Attach Additional Sheets if Required)

Overall, I am very proud of my accomplishments this year. I want to do even better this year and prove that I can be an Executive Director within the next 2 years. It was hard dealing with all of the turnover issues, but I think a lot of it was out of my control. And the remodeling project made it impossible for me to make revenue goals. I think I can do better, especially in terms of learning more about Operations within other businesses. Once I do this, I think I will be ready for an ED role, and some day even become a Group VP – I want to go as high as I can go in this organization.

Overall Performance

Rating

D Distinguished Approval / Print and Sign

ES Exceeds Standards Supervisor / Date: MS Meets Standards

BS Below Standards Employee / Date:

DISTRIBUTION: Original – Employee’s File Copy – Employee

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GETTING RESULTS FROM SMART GOALS

•Reflect regularly on your goal progress – at least monthly

•Communicate the status to all stakeholders – your supervisor, department, etc.

•Be accountable for ALL your results

– What’s working

– What’s not

– Revise goals, as needed

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QUESTIONS????

THANK YOU – ALICIA EDDY [email protected]

312-932-1414

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