????2. 可衡量（Measurable）：雙方都必須清楚對成果的衡量標準是什么。再次說明，這也得用白紙黑字寫出來，否則就可能出現問題。經常問“你怎樣知道這件事的成果讓你滿意？你衡量這項工作的標準是什么？”如果雙方不就此達成一致，那么最后可能就會出現問題。通常提出要求的人自己也不清楚他們的標準，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準。有技巧的領導必須學會劃清標準，這樣才能與其他人討論標準問題。如果領導連標準都不劃定……誰才是懶人呢？

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

????4. 現實性（Realistic）。實現這個要求必須有充足的時間，并且可以調配充分的資源。讓某人“在48小時內再建一座金字塔”就是不現實的要求。如果你覺得一個要求不現實，你應該把它推回給領導。你要告訴領導現在還缺少什么，以及怎樣做才是現實的，并就此與他進行談判。如果你需要更多時間，就提出要求。如果有人告訴你，他們需要更多時間，你就給他們時間。如果缺乏相關資源，就提供這些資源。巧婦難為無米之炊，缺乏必要的資源，他們能給出什么樣的結果？

????5. 時效性（Time-based）。雙方必須在完成任務的時間上達成一致。如果完成時間不明確，就要說出來！據理力爭！在得到一個清晰、可接受的時限之前不要說“好的”。在確定一個合理的成果交付時間后再表示同意。如果日歷上沒有明確的時間和日期，它就是一個不具有時效性的任務。

????6. 檢查對方的理解程度。為提要求而談判時，一旦SMART準則的各個元素都明確之后，別忘了檢查對方的理解程度。比如你可以說：

????“你能否向我重復一遍這次討論結果的要點？你認為我們雙方的協商結果是什么？我想確定我們雙方都理解無誤，這也是為了大家都好。”

????在對方說話時，記得做記錄，并且與你自己的理解進行對比。等他們說完，再次就雙方理解不一致的地方進行商榷。

????談話結束后，給他們發一份書面備忘錄或電子郵件，使你們的口頭同意變成白紙黑字。讓他們細看一遍，然后給你發回確認信息。只有他們認同約定的內容都正確，這才算到了投入行動的時候。如果你是接受要求的那個人，那你可以迅速地寫一封電郵，根據SMART準則，匯總雙方談判的所有要點，然后讓對方確認你的理解是正確的。

????SMART準則的好處是什么？

????? 雙方都認為任務會得到有效執行，結果會達到預期。大家對結果也會有更大的信心。

????? 雙方的信任感會提高，因為問題得到了有效避免，他們下次也會樂意再合作。

????? SMART準則是一個訓練他人的非常簡單有效的方法。通過言傳身教，你可以讓他們知道，當他們向別人提要求時應該怎么做。

????? SMART準則確保任務第一次就能正確完成，從而節省時間和金錢。

????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.