“Old and Obvious” … but

S.M.A.R.T. objectives are best achieved with the support of rolling debriefs.

The underpinning context is always crucial – and a key aspect of that is about objectives.

What have they been?

How well have we been hitting them?

Do they need to be changed in response to our uncertain times?

Above all, objectives are not “fuzzy”. They are about what you need to achieve – and how you know you will have achieved them.

One of the great ways to stay on target is to “debrief” – on a rolling basis.

It is not rocket science but it does need to be done in a disciplined way.

Start with an open exploration of what people think
Attribute submitted reflections into “like with like” clusters
– even cover those sets off with a consolidating statement.

Don’t shortcut stakeholders and steps.

I have had clients who try to shortcut from “consolidate” to “implement”.

That is not nimble. That is arrogant boldness at the expense of respecting your stakeholders.

Key stakeholders should filter the attributions
– and those validated issues should be prioritised

You are likely to have no one to help you raise the flag – and you will more than likely, have taken the wrong hill.

And you can bet London to a brick that you are likely to not be implementing the best solutions.

Author: Disaster Resilience Consulting

John Salter - owner of Disaster Resilience Consulting - specialising in the facilitation of risk-based capability reviews; needs-based training; business continuity planning; crisis management exercises; and organisational debriefing. Recognised for “preventing disasters, or where that is not possible, reducing the potential for harm” Ref: Barrister H Selby, Inquest Handbook, 1998. Distracted by golf, camping, fishing, reading, red wine, movies and theatre.

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