Using SMART goals to move from intention to execution
The SMART framework is familiar for a reason. It gives structure to something that can otherwise stay vague:
- Specific
- Measurable
- Attainable
- Relevant
- Time-bound
But what’s often overlooked is that SMART isn’t just about how goals are written – it’s about how clearly a firm has thought through what it’s trying to achieve. It’s easy to check all five boxes and still end up with a goal that doesn’t change behavior.
The difference comes down to how intentionally each part is applied.
Turning a general goal into something usable
Let’s take a goal that most firms can relate to: grow the business.
It’s consistently one of the top goals named by firms of all sizes, and directionally, it’s right. But it doesn’t help the team decide what to do next.
Now, compare that to this goal: acquire eight new manufacturing leads by the end of the year through a structured referral initiative and targeted LinkedIn outreach.
Both goals have the same underlying objective, but the second goal clearly outlines:
- The type of client
- The number of clients
- The approach
- The timeline
It’s not just clearer; it’s something a small team can actually execute against.
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Making each part of SMART more meaningful
One pattern we see, especially in smaller firms, is that goals are written once, often during planning, and then revisited only occasionally.
The opportunity is to use SMART not as a checklist, but as a set of questions that help refine thinking.
Specific: Narrowing the focus
Small firms don’t have the luxury of chasing every opportunity. Being specific forces a decision about which clients to prioritize and which services to emphasize.
And that focus shows up in performance. Firms with more integrated, intentional ways of operating are more likely to report high growth, reinforcing that clarity and discipline are not just operational choices, but growth drivers.
Measurable: Making progress visible
Measurement isn’t just about reporting, it’s about momentum. Without a clear target, it’s difficult to know whether you’re making progress or simply staying busy.
Measurable goals clarify the key "hows " – how many, how much, how you’ll know when the goal is achieved.
For firms already operating at capacity, having this information is critical. Activity alone doesn’t create growth; movement towards the right outcome does.
Attainable: Scaling without friction
Attainable goals answer a different set of questions – how the work will get done, and whether it’s realistic given current constraints.
This is always a balancing act. Many firms are already stretched thin, which can make ambitious goals feel disconnected from reality. At the same time, overly conservative goals don’t drive meaningful change.
What tends to work best is pairing a larger goal with smaller, more immediate milestones, so progress feels possible and visible along the way.
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Relevant: Connecting to firm priorities
Relevance is often where alignment either happens or doesn’t. If a goal doesn’t clearly connect to what the firm is prioritizing (growth, profitability, advisory, capacity), it becomes easy for it to fall behind daily work.
This is something we see consistently in firms that are earlier in their transformation journey: goals exist, but they’re not fully integrated into how work gets done.
Rather than trying to answer a question when you’re making sure your goal is relevant, make sure that your goal can say “yes” to the following questions:
- Does this seem worthwhile?
- Is this the right time?
- Does this match other efforts and needs?
- Is this applicable in the current socio-economic environment?
Timely: Make it urgent enough to act
Every goal needs a deadline to focus on and a target end date to drive progress. Deadlines matter, not because they add pressure, but because they create clarity.
In smaller teams, where priorities shift quickly, having a defined timeframe helps ensure goals don’t get deferred indefinitely.
