????2. 可衡量（Measurable）：雙方都必須清楚對(duì)成果的衡量標(biāo)準(zhǔn)是什么,。再次說(shuō)明,，這也得用白紙黑字寫出來(lái)，否則就可能出現(xiàn)問(wèn)題,。經(jīng)常問(wèn)“你怎樣知道這件事的成果讓你滿意,？你衡量這項(xiàng)工作的標(biāo)準(zhǔn)是什么？”如果雙方不就此達(dá)成一致,，那么最后可能就會(huì)出現(xiàn)問(wèn)題,。通常提出要求的人自己也不清楚他們的標(biāo)準(zhǔn)，直到干活的人最后拿出了成果,，他們才知道它不符合自己的標(biāo)準(zhǔn),。有技巧的領(lǐng)導(dǎo)必須學(xué)會(huì)劃清標(biāo)準(zhǔn)，這樣才能與其他人討論標(biāo)準(zhǔn)問(wèn)題,。如果領(lǐng)導(dǎo)連標(biāo)準(zhǔn)都不劃定……誰(shuí)才是懶人呢,？

????3. 可執(zhí)行（Actionable）。這個(gè)要求必須是件可以執(zhí)行的事,。比如它必須在我們的能力范圍以內(nèi),，我們必須有必要的批準(zhǔn)、必要的預(yù)算和必要的人手,。沒(méi)有這些東西,，這個(gè)要求就不是“可執(zhí)行”的要求。如果你不管出于任何考慮,，都覺(jué)得一個(gè)要求不具備可行性,，那你一定要說(shuō)出來(lái)。如果你默默承受,，沒(méi)有據(jù)理力爭(zhēng),，你覺(jué)得后果會(huì)變成什么樣？所以一定要出說(shuō)來(lái),！

????4. 現(xiàn)實(shí)性（Realistic）,。實(shí)現(xiàn)這個(gè)要求必須有充足的時(shí)間，并且可以調(diào)配充分的資源,。讓某人“在48小時(shí)內(nèi)再建一座金字塔”就是不現(xiàn)實(shí)的要求,。如果你覺(jué)得一個(gè)要求不現(xiàn)實(shí)，你應(yīng)該把它推回給領(lǐng)導(dǎo),。你要告訴領(lǐng)導(dǎo)現(xiàn)在還缺少什么,，以及怎樣做才是現(xiàn)實(shí)的，并就此與他進(jìn)行談判,。如果你需要更多時(shí)間,，就提出要求。如果有人告訴你，他們需要更多時(shí)間,，你就給他們時(shí)間,。如果缺乏相關(guān)資源，就提供這些資源,。巧婦難為無(wú)米之炊,，缺乏必要的資源，他們能給出什么樣的結(jié)果,？

????5. 時(shí)效性（Time-based）,。雙方必須在完成任務(wù)的時(shí)間上達(dá)成一致。如果完成時(shí)間不明確,，就要說(shuō)出來(lái),！據(jù)理力爭(zhēng)！在得到一個(gè)清晰,、可接受的時(shí)限之前不要說(shuō)“好的”,。在確定一個(gè)合理的成果交付時(shí)間后再表示同意。如果日歷上沒(méi)有明確的時(shí)間和日期,，它就是一個(gè)不具有時(shí)效性的任務(wù),。

????6. 檢查對(duì)方的理解程度。為提要求而談判時(shí),，一旦SMART準(zhǔn)則的各個(gè)元素都明確之后,，別忘了檢查對(duì)方的理解程度。比如你可以說(shuō)：

????“你能否向我重復(fù)一遍這次討論結(jié)果的要點(diǎn),？你認(rèn)為我們雙方的協(xié)商結(jié)果是什么,？我想確定我們雙方都理解無(wú)誤，這也是為了大家都好,。”

????在對(duì)方說(shuō)話時(shí),，記得做記錄,，并且與你自己的理解進(jìn)行對(duì)比。等他們說(shuō)完,，再次就雙方理解不一致的地方進(jìn)行商榷,。

????談話結(jié)束后，給他們發(fā)一份書(shū)面?zhèn)渫浕螂娮余]件,，使你們的口頭同意變成白紙黑字,。讓他們細(xì)看一遍，然后給你發(fā)回確認(rèn)信息,。只有他們認(rèn)同約定的內(nèi)容都正確,，這才算到了投入行動(dòng)的時(shí)候。如果你是接受要求的那個(gè)人，那你可以迅速地寫一封電郵,，根據(jù)SMART準(zhǔn)則,，匯總雙方談判的所有要點(diǎn)，然后讓對(duì)方確認(rèn)你的理解是正確的,。

????SMART準(zhǔn)則的好處是什么,？

????? 雙方都認(rèn)為任務(wù)會(huì)得到有效執(zhí)行，結(jié)果會(huì)達(dá)到預(yù)期,。大家對(duì)結(jié)果也會(huì)有更大的信心,。

????? 雙方的信任感會(huì)提高，因?yàn)閱?wèn)題得到了有效避免,，他們下次也會(huì)樂(lè)意再合作,。

????? SMART準(zhǔn)則是一個(gè)訓(xùn)練他人的非常簡(jiǎn)單有效的方法。通過(guò)言傳身教,，你可以讓他們知道,，當(dāng)他們向別人提要求時(shí)應(yīng)該怎么做。

????? SMART準(zhǔn)則確保任務(wù)第一次就能正確完成,，從而節(jié)省時(shí)間和金錢,。

????2. Make it Measurable.It must be clear how performance will be measured. What are the “success criteria” that will tell both parties when the desired outcomes have been achieved. Again, it must be spelled out in black and white. If not, expect breakdowns to occur. Always ask “how will you know, beyond any doubt, that this has been done to your satisfaction? What are your standards to measure this work?” If you don’t get this agreed between the two parties, expect trouble at the end of the road. Very often a person making a request is unclear about their own standards…until they see the other person’s work and it doesn’t meet them. Skillful leaders must learn to get clear about their standards so they can communicate them to others. If they don’t…who is being lazy? ?

????3. Make it Actionable.The request must something that can be acted on. For example, it must be within our power, and we must have the necessary approvals, and the necessary budget and available manpower. Without such things, the request is not considered as “actionable.” If you feel, for any reason, that a request is no actionable…say so! If you suffer in silence and don’t push back, what do you think is going to happen? Speak up!

????4. Be Realistic.The request must allow sufficient time and there must be sufficient resources available. Asking someone to “re-build the Pyramids in 48 hours” is an example of a request that is not realistic. When a request seems to be un-realistic it is time to push back, say what is missing, and negotiate something you truly feel is realistic. If you need more time, ask for it. If someone says they need more time, give it to them. If the relevant resources are missing, provide them. How do you expect people to perform if they don’t have what they need?

????5. Make it Time-based.Both parties must agree on exactly how much time is going to be allowed to fulfill the request. If the time frame for completion is unclear, speak up! Push Back! Don’t say “yes” until you have a clear and acceptable time-frame to work with. Then agree on a specific time for delivery of the completed work. If there is not date and time of day on the calendar, it is not Time-based.

????6. Check for Understanding.When negotiating a request, always check for understanding once you have clarified each element of the SMART standard. Do this by saying:

????“Would you please repeat back to me what you have understood in this discussion? What is that you think we have agreed to? I just want to be very sure, for both our sakes, that we have got it right.”

????As they speak, take notes and compare with your understanding. When they are finished, go back and clarify any points that did not match your understanding.

????After the conversation, send them a written memo or email that captures your agreement in black and white. Ask them to check it and confirm back to you. Once they agree that it is correct it is time to move into action…and not before. If you are the one accepting a request, write a quick email that summarizes each point of the SMART agreement you have just made. Ask the receiver to confirm that your understanding is correct.

????What are the Benefits of Being SMART?

????? Both parties greatly increase their confidence that the task is going to be effectively performed and delivered as expected. Everyone has much greater confidence in the outcomes.

????? Trust is increased between the two persons because breakdowns are avoided and they will be more willing to work as partners next time.

????? Using the SMART standard is a very simple and effective way to train and coach people. You are showing them what you expect them to do when it is their turn to make requests of others.

????? Being SMART saves time and money by ensuring the task will be done right the first time.