Apparue pour la premi\u00e8re fois en 1981 dans un num\u00e9ro du magazine Management Review, cette m\u00e9thode a \u00e9t\u00e9 propos\u00e9e par le conseiller George T. Doran dans le but d\u2019aider les gestionnaires \u00e0 \u00e9tablir des objectifs significatifs. En fait, le syst\u00e8me SMART permet de fixer et de mesurer des objectifs de mani\u00e8re simple et efficace, raison pour laquelle il continue d\u2019\u00eatre utilis\u00e9 un peu partout dans le monde.<\/p>\n
Et la vraie beaut\u00e9 de l\u2019approche SMART r\u00e9side dans le fait qu\u2019elle oblige les gestionnaires \u00e0 r\u00e9fl\u00e9chir aux objectifs qu\u2019ils fixent et \u00e0 les d\u00e9finir clairement.<\/p>\n
That\u2019s critical, because no one can go anywhere unless they know where they are going. <\/p>\n
In MBA classes, goal-setting begins with vision, mission, and planning stuff. While all that is useful, the most successful restaurant managers I\u2019ve seen start with communication and getting staffers to put \u201cskin in the game.\u201d<\/p>\n
Warren Buffett coined that phrase to describe investors who use their own funds. But it also applies to leadership and motivation. It\u2019s virtually impossible to motivate another person. All we can do is influence others. Until they decide to motivate themselves, success cannot happen. <\/p>\n
How do you get an employee to put skin in the game? By finding out exactly what they want on a personal and professional level, and figuring out how that intersects with your goals for the business. This requires two-way communication. And it\u2019s likely to take time. But the end result is worth it: Each party will understand what the other wants. Then it\u2019s a matter of setting a SMART goal that will connect point A (where we are now) to point B (where we both agree we need to be). <\/p>\n
Let\u2019s use the host\/hostess role as an example of what I mean. Let\u2019s say your hostess gets distressed when the lobby fills up with waiting diners. Ask her (in a non-accusatory manner) why she finds this situation difficult. She may identify a fear of dealing with impatient people. That\u2019s a trait many of us share. Tell her that. Then work together to address her unease.<\/p>\n
You likely can agree that guests get impatient when they\u2019re kept in the dark about how much longer they\u2019ll have to wait for a table. Now agree on a goal to overcome that, perhaps something like, \u201cWe will reduce the anxiety of guests waiting for tables by frequently communicating their wait time.\u201d<\/p>\n
Next, decide\u2014together\u2014how you\u2019re going to accomplish that goal. One way is to have the hostess walk the floor every five minutes to assess how many diners appear to be close to finishing, and relay that information to those waiting. Another strategy might be to instruct servers to let the hostess know when they\u2019ve delivered the receipt to a table, so she can alert the people next in line and let the others know where they are relative to that. <\/p>\n
Une fois qu\u2019on s\u2019est entendu sur un moyen d\u2019atteindre l\u2019objectif, on applique la m\u00e9thode SMART. On met l\u2019objectif par \u00e9crit et on d\u00e9finit les crit\u00e8res qui nous guideront dans la r\u00e9alisation de celui-ci. Par exemple :<\/p>\n
Sp\u00e9cifique.<\/strong> \u00c0 partir de vendredi soir, nous allons r\u00e9duire l\u2019angoisse des clients quant au temps d\u2019attente en leur faisant un compte rendu de la situation toutes les cinq minutes.<\/p>\n Mesurable.<\/strong> Nous utiliserons la feuille sur laquelle sont inscrits les clients en attente pour d\u00e9terminer combien de fois on a d\u00fb aller les voir avant qu\u2019une table ne se lib\u00e8re.<\/p>\n Atteignable.<\/strong> We agree that this goal can be achieved by following the strategy we\u2019ve laid out. <\/p>\n R\u00e9aliste.<\/strong> We are placating guest anxiety and conveying a strong message that superior service begins at the front door. That\u2019s certainly relevant to the business. We also are helping the hostess conquer a fear, and that\u2019s relevant to her future. <\/p>\n Temporel. <\/strong>Le progr\u00e8s accompli sera \u00e9valu\u00e9 chaque soir.<\/p>\n L\u2019exercice pr\u00e9c\u00e9dent permettra de d\u00e9cider quelle forme prendra la r\u00e9ussite, ce que l\u2019atteinte de l\u2019objectif signifiera pour l\u2019entreprise et ce qu\u2019il apportera \u00e0 l\u2019h\u00f4tesse sur le plan personnel. De plus, en mettant le tout par \u00e9crit, on donne un caract\u00e8re tangible \u00e0 la chose. Puis, chacun signe le document et y inscrit la date, ce qui permet de confirmer que les deux parties s\u2019engagent \u00e0 s\u2019investir dans le processus.<\/p>\n Establish SMART criteria for each person and position in your business. It\u2019s a time-consuming process, but it\u2019s an excellent way to establish criteria of success for every role and give every staffer a roadmap to achieving that success.<\/p>","protected":false},"excerpt":{"rendered":" Want to set clearer, more measurable goals for your staff? Get SMART: Specific. Measurable. Attainable. Relevant. Time-bound. This acronym dates back to a 1981 issue of Management Review magazine, in which consultant George T. Doran proposed it as a guide for managers to write meaningful objectives. SMART criteria provide a clear and simple framework for […]<\/p>\n","protected":false},"author":19,"featured_media":4384,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[112,69],"tags":[],"class_list":["post-25710","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-restaurant-bars","category-running-your-business"],"acf":[],"yoast_head":"\n