The Importance of Setting SMART Goals

To be successful as a leader, a COO, a CEO, or even just as an employee, you need to set goals, but those can’t just be any old goals, they have to be SMART goals.

What are those, exactly?

What is a SMART goal?

The well-known meaning of SMART:

  • S – Specific
  • M – Measurable
  • A – Achievable
  • R – Realistic
  • T – Timely

Personally, I like to give the S a double meaning:

  • S – Shared

But what do each of those mean?

To set SMART goals, you need to be clear on what that means and how to set them. That starts with making sure you have a clear understanding of every letter in the acronym.

Specific: “Your goal should be clear and specific, otherwise you won’t be able to focus your efforts or feel truly motivated to achieve it” – Mindtools

According to Mindtools, to be specific, you want to make sure that your SMART goal answers these 5 questions:

  • What do I want to accomplish?
  • Why is this goal important?
  • Who is involved?
  • Where is it located?
  • Which resources or limits are involved?

Measurable: The SMART goal should be able to be quantified or is at the very least tangible. For example, your goals could be, “Move average contract size from $1500 to $1650.” Your goals should include a #, $, or a % sign somewhere, or else you know that your goal is far too vague.

Attainable: While it’s great to set lofty goals that’ll push you to work harder, you still need it to be achievable in the end. Without goals that are actually attainable, you won’t be able to build a culture of achievement.

Relevant: Your SMART goals have to be relevant and aligned with the objectives or the other goals your company is working towards. If not, it may seem like a good goal to you, but in the end, no one else will really care about it. It has to matter to the company.

Timely: Large goals should be broken down into a sequence of goals based on time. As an example, your goal could be to “Have ten calls per day this week.” That goal should be placed directly into your calendar on the exact time and day you’ll actually do that work.

If you’re working with the meaning I put behind the S as well – which I recommend you do – you need to understand the importance and the benefits of sharing your goals.

Shared: Both the manager and employee have to know about the goal and feel it’s a good goal. The goal has maximum buy-in when the subordinate sets it and both people commit to hitting it.

Not only that but sharing your goals helps to keep you accountable. When you know that someone knows you’re trying to achieve something, you’re much more likely to actually achieve it. You don’t want the embarrassment of that person knowing you never did it.

Make SMART Goals a Constant

Break the habit of allowing people to have all their goals due on the last day of the quarter. You could even be doing this, too. There shouldn’t be one set day for goals to be done. Instead, create goals that matter throughout the month/quarter/year. You want to have something to accomplish all the time and to drive you forward. That means setting both large goals and smaller ones you can finish to achieve the big ones.

Every COO, CEO, employee—basically everyone—should create a habit of setting SMART goals. It’s one of the best ways to push yourself forward and to actually accomplish tasks. Taking the time to think these goals out is definitely worth it.

If you have questions or would like more information, I’d be happy to help. Please send an email, and my team will get in touch with you!

Editor’s Note: This post was originally published in March 2011 and has been edited for accuracy and comprehensiveness.

World Class Culture & Leadership at 100MPH

Building a World Class Culture and Leadership at 100MPH.

Have you ever observed an athlete just before a competition? Perhaps you should look at the high jumpers during the Olympics next time, you’ll see many of them standing very still before they start running towards the bar, and then they’ll close their eyes and you’ll see their head bobbing up and down as they imagine running up to the bar- but they haven’t even moved!

They then open their eyes with their eyes fixed on the bar, and begin to recreate in real time whatever they just visualized, even downhill skiers do this too by using their gloved hands by responding to physically imagined objects on the snowy hills.

Whatever the sport, these athletes are using visualization to achieve their desired results, and because they imagined these obstacles that they may face on the track or field; they prepare themselves mentally and physically for the challenge.

I’ve had enormous success with the process after learning about it from an Olympic coach and sports psychologist who worked with several high performance athletes to help them better visualize their task beforehand. He then showed us a variety of examples where athletes were using this process of visualization that would deeply ingrain the success and actual performance of the event into their mind, and when completed; they’ll simply recreate the vision they had burrowed in their memory.

Imagine your company running itself smoothly and growing at 100 mph. Learn more on cameronherold.com.

Establish Goals First

The four areas that SMART Goals in your business are needed for are:

1. Revenue. Determine a solid revenue goal for the next twelve months.

2. Profit. Employees need a profit goal to guide them.

3. Customer Service. I highly recommend using the Net Promoter Score here. It’s the single easiest way to measure true satisfaction.

4. Employee Satisfaction. I also recommend using the Net Promoter Score for establishing the benchmark for employee satisfaction as well – one number from one easy question.

For each of these areas, leadership needs to determine a goal for each area. To ensure that the goals they come up with are SMART, I use these guidelines to help me (mine feature a slight variation on the popular business acronym):

S – Shared – Sharing goals with a coach, mentor or team member adds a little extra pressure to hit them.  I even share them with suppliers and clients.

M – Measurable – Put a number on each goal so you can easily say if the goals were hit or missed. Make the goals clear. Hazy goals produce hazy results.

A – Attainable – Your goal has to be remotely possible for it to be included.

R – Relevant – Ensure that all goals are worth working on.

T – Time-based – Put a date on goals if they’re due before December 31st.

Once you have the goals set and the team is committed to hitting them, the next thing you need to do is discuss boundaries. That is to say, yes, you want to hit these goals, but to what extent? Would you work 90 hours a week to hit them, or at maximum, 45?  Would you give up equity in the company to raise money to help you hire people to hit the goals? What won’t you do?

Here are some example points that are worth discussing while you create your own list of boundaries:

· Amount of debt you’ll take on

· Number of hours you’ll work

· Number of days traveling you’re willing to put up with

· Percentage of profits you will share, 0-100%

· Percentage of equity you will give up in the company, 0-100%

· Will you complete any acquisitions? If so, how many?

· Would you fire ‘C’ or ‘B’ players? When?

It’s critical to have the discussions in advance.  Boundaries are like values–you can’t compromise them to win.

Don’t say it, do it.

Stop saying you want to do things.  Stop saying you want to learn things.  Stop saying you want to try things.  Stop talking about your “bucket list and start crossing things off of it.

I talked via email with a friend in Boston, David Hauser, CEO of Grasshopper. He’d just come back from a one-hour bike ride in the dead of winter with a fellow entrepreneur, Kris Kaplan. David and Kris aren’t talking about it. They’re doing it. Kris has become a maniacally focused athlete and when he’s not having fun, he’s working, and hard.  David has an annual pass to a Go Kart Race track – awesome.  Still makes me laugh. Make a commitment to stop saying you’re going to do something and go ahead and do it.

Watch these women who finally stopped saying they were going to do an IronMan and did it.  Imagine the feeling of victory they had (the next day). What are you going to DO today ?

Look In the Rearview Mirror

I don’t need to push many Entrepreneurs to set goals.  We do that naturally.

I do, however, need to push them to see how far they’ve come.

A great way to feel good about yourself, and to relax a bit, is at the end of each week reviewing everything you got done.

Write down a list of the TOP 5 things you accomplished and let it sink in.  Allow yourself to feel good about what you got done before you set next weeks tasks.

If you’re always focused on the horizon you’ll never relax.  When was the last time you got to the horizon? It keeps moving.  Just like you keep setting new goals.

Look in the rear view mirror to see how far you’ve come.  Then celebrate.  Then & only then, should you set your new goals.

Goals – Are You Setting Them?

Before committing to complete a project or set something up as a goal, ensure you spend some time thinking about what the potential return on investment is. That is, what is the return on your investment of time, money or resources in doing this project going to be?  Is it really worth it?

It’s often not about picking which projects to do, but rather it’s about picking which projects NOT to do that will set you up for success.  Recently I had a debate with a woman on Twitter.  She was telling people to spend one hour a day on Twitter, and I said, “Really? Really? Do you really want people spending one out of eight hours every day Tweeting?  Why? What’s the ROI they are looking for from it?  If you were going to spend 12.5% of your time on one activity such as using Twitter, then in my mind, you’d damn well better have a goal or ROI in mind before starting out.

Every year, about three to four months before the start of the New Year, I mentor CEOs on how to have an Annual Planning Retreat to come up with the top three to five goals for the company. They’ll decide on goals tied to revenue, profit, customer service, employee satisfaction and perhaps something on systems. These annual goals provide the framework for setting quarterly goals going forward.

Every quarter, each business area and each person in your company should be setting up the top three to five goals they will achieve during the quarter to drive the company’s yearly goals.  Imagine the focus your company would have if you knew what each of the top three to five goals each person in your company was achieving every quarter.  Imagine how focused and aligned everyone would become.

Highperforming people set goals religiously, track them religiously, they obsess about whether they’re hitting or missing, and why.  Otherwise life just passes by.

When you’re hiring people, ensure you hire people who already set goals in their personal and business lives. Then it won’t be such a stretch to have them setting clear goals in the business each quarter, month and week.

Life isn’t just about goals for your business, though. My goals also include the amount of free time I want in my life.  I set goals for the amount of Free Days I’ll have.  A Free Day for me is a twenty-four hour period with no email, no business journals, business magazines, newspapers, not a single phone callit’s just a twenty-four hour period of free time to spend time on the fun stuff in life with people I love.

In 2009, my goal was to have one hundred twenty Free Days.  I had more than one hundred fifty Free Days in the end, however, I got a bit sloppy and checked email randomly from my darn iPhone. I took close to ninety Saturdays and Sundays off, not working at all.  I also took twenty-one perfect Free Days at our cottage in the summer and physically left my iPhone and laptop in Vancouver.  I’m doing it again this summer for sure.

Simply working hard isn’t what it’s all about. As a business coach and mentor, I believe that having the discipline to even take Free Days is the kind of focus you need to give yourself real work life balance, too.   What goals are you setting?

GOAL !!!!!!!

World Cup Soccer Balls

What’s a Goal?


I coach and mentor CEOs to help them grow their revenues, profits, customer satisfaction & employee engagement.

In my coaching role I look at the goals the CEOs set every two weeks.  And often I’m astounded at what I see.  For starters, it’s no wonder that so many companies set hazy goals.  The CEOs are pretty much setting hazy goals too.  And to be fair they also set some awesome ones too.

What’s a SMART Goal though?

In my world of business which started with College Pro Painters back in 1986, we had our own version of SMART Goals.

  • Shared – Sharing them with a team member, spouse, coach, boss etc. all make goals stick.
  • Measurable – There has to be a number.  We need to know if you Hit or Missed.  Numbers tell us that.
  • Attainable – Make them a stretch.  But make sure you can hit them.
  • Relevant – Why are you even doing it? Will it drive your Monthly or Quarterly Goals?
  • Time Based – When in your calendar will you do it? Not when will it be done by. When will you do it?

Recently, I’ve uncovered one test that really takes Measurable to the perfect level.  The goal MUST have either a # sign, $ sign, or % sign.

So, what are the TOP 5 Goals you’re committing to this week.  Share them with us in the comments.  Let’s see if they are SMART.

How I’ll Hit My 2010 Revenue Goal

41bI was asked recently how I set such concrete revenue goals with confidence.  A few people asked me to show them how I ‘forecast’ to which I replied I don’t really forecast at all.  What I do is more like ‘reverse engineer’ a target that I feel like I can and want to hit.  Then I spend the rest of the year maniacally focused on hitting it.

So – here is how I set my Revenue Goal this year – and how I intend to hit it.  And why I know a 150% increase from 2009 will happen:

1) I first list out all the types of revenue I can generate from my business in its current state.  For me these include:

  • Speaking Events
  • Coaching/Mentoring Clients
  • Strategic Planning
  • DVD Sales

2) Then I list out all the types of new revenues I can generate from Projects I 100% know I’ll launch this year if I focus.  They include:

  • CD Sales
  • Online Webinar deployed learning
  • Strategic Alliances/Others Selling my DVDs

3) Then I look at what I can charge for each in 2010…

  • Speaking Events – I’ve decided to keep my fees the same for 2010 – $10,000 for Out of Town, $7,500 for Vancouver events, $6,000 for EO or YPO Chapters
  • Coaching/Mentoring – I’ve raised my rates for all new clients to $4,200/Mth from $3,500/Mth (20% increase).  I’ve done this because I’m currently close to my self imposed cap on how many clients I’ll work with at the same time.
  • Strategic Planning – This will stay the same as in 2009 – $10,000/Day
  • DVD Sales – I’m going to raise my rates on these in 2010 – from the current $197 each – to either $297 ea. or $597 ea. (seems crazy & arbitrary – but I’m told there is SO much value in them for Entrepreneurial companies and their employees that I should charge more.  I’ll be doing some online testing with pricing – and doubt it will make a difference.
  • CD Sales – This is a product that’s  being asked for and will sell for the same price as the DVDs (it’s the same content – just another way to learn it)
  • Online Webinar – I know I’ll launch it this year – but there is so much to do here still that I’m not forecasting any revenue from it at all (it will be a lift for 2011 though)
  • Strategic Alliances – This is where I plan to get the biggest lift this year – and have the plans already in place – I need 10 solid companies or people with strong lists promoting my DVDs to their lists – and I’ll share a strong % with them from all revenues.  This will scale…

4) Leading Indicators
I worked hard in 2009 to set up a solid base for 2010 so I’d have strong revenue predictability:

  • I’m speaking at the EO GLC in Hong Kong & New Orleans (both will drive speaking events for 2010 & 2011).
  • I have 2 strong Canadian Speakers Bureaus – and in December landed 2 very strong USA Speakers Bureaus.
  • I’m speaking at the American Society Of Association Executives two conferences
  • And have a couple of other strong platforms that will drive speaking for 2010 & 2011
  • Speaking is predictable revenues
  • At Events I also sell DVDs & CDs
  • At Events I meet potential coaching/mentoring clients
  • I have 10 solid companies that I am mentoring – 12 is my cap – so I will easily stay at my cap all year (and I’ve budgeted on 10 average – and in 2009 I only averaged 5 as it was a new model)
  • Strategic Planning went really well last year with the companies I helped.  I’m not the cheapest but I deliver huge impact while doing these sessions.  Some clients have already said they’ll bring me back.  Some already have me booked.  And my speaking events will put me in front of hundreds of other companies who could use me as well.
  • I have a few commitments from major online gurus like Yanik Silver who will be marketing my DVDs to tens of thousands of companies.

5) I know what my bandwidth issues are – and opportunities (i.e. 100% Net Margin DVDs) etc.  So I’m using those to leverage revenues.  And I also know there are brilliant people out there I can pay as a percentage of revenues (thanks Jack Daly for that lesson) and I’ll leverage that too.  Intro’s have already happened.


From this rough plan that you’re reading – I already have tight action plans in place for how I’ll hit each one.  I know the exact dollar amount I’m targeting from each category.  I know what I need to do when.  I’ve spent two years building my FaceBook & Twitter followers who are already helping me.  So as you can see.  I’m not just picking an arbitrary goal.  I’m putting tight plans in place to hit it.  And I will.  As do the companies I coach & mentor.

Hopefully you have tight plans in place to hit your goals for 2010 too.  If you don’t, then your goals are merely dreams…


Meetings Suck: Turning One Of The Most Loathed Elements Of Business Into One Of The Most Valuable

We all know that meetings suck, right?

You hear it all the time. It’s the one thing that almost everyone in business can agree on.

Except it’s not actually true… 

Meetings don’t suck.

We just suck at running meetings.   

When done right, meetings not only work, they make people and companies better.

In Meetings Suck, world renowned business expert and growth guru Cameron Herold teaches you how to use focused, time effective meetings to help you and your company soar.

This book shows you immediately actionable, step-by-step systems that ensure that you and everyone in your organization improves your meetings, right away.

In the process, you’ll turn meetings that suck into meetings that work. 

In life, we always hear about people who’ve made huge decisions from their gut – without data.Today, I want you to make a decision, not only from your gut, but also from some data.  A decision that is only $12 per employee but will be priceless for your business.

Right now, your gut is telling you something is wrong with your company’s meetings.  You KNOW everyone complains about meetings.

People HATE going to them, they HATE running them, and they really have NO idea which meetings are truly necessary but they hold meetings simply because they think that is what they SHOULD do.

Even some of the smartest CEOs in the world complain about meetings – Elon Musk publicly told employees at Tesla & SpaceX to walk out of meetings if they weren’t being run properly.

I sent Elon a message saying that wasn’t going to fix anything – the key is to fix the root of the problem – NOT continue to ignore why meetings suck.

A Meeting is – Any phone call, video call or occasion where 2 or more people meet to discuss or work-through office topics.

Most employees on average spend 1-2 hours per day in meetings.

And likely, none of those employees – front-line staff or leaders – have had any training on how to attend meetings or participate in them, LET ALONE How to RUN THEM.

Consider this…

If the Average employee spends just 1 Hour per day in meetings – that’s 1/8th of their time.

If the Average employee earns $50,000 per year.

And they’re spending 1/8th of their time in meetings, that means you’re paying $6,250 dollars per year for just ONE employee to attend meetings.

The reality is, employees spend 1/8th of their time – and 1/8th of your company’s payroll – doing something they have literally NO idea how to do.

The Reality is…

95% of employees are booking & leading meetings – and they have NEVER been trained on how to run them.

95% of employees have had NO training on how to show up and participate in the meetings they attend daily.

And 95% of employees and companies have no idea what meetings are even necessary to hold.

Meetings CAN be hugely effective – IF you know how to run them

Meetings don’t SUCK, we just SUCK at running meetings. 

Investing $15 per employee – to help ensure the $50,000 a year you spend on them is an obvious and easy choice.

This could be the most impactful $15 you’ll ever spend and will save the company’s money, time and resources instantly.

Buying a copy of Meetings Suck for 100% of your employees and having them read it this month will have a huge impact on your company’s success.


Free PR: How To Get Chased By The Press Without Hiring A PR Firm

Public relations has always been an essential part of doing business which is probably why you’re shelling out big money to an outside PR firm. But the truth is that you don’t need them. You already have all the necessary tools in-house to do as good a job as the so-called experts. 

Cameron Herold and Adrian Salamunovic have taught thousands of company execs how to exploit free media coverage and ditch these expensive, often ineffective outsiders. 

Cameron & Adrian have also built in-house PR teams, spent decades learning how to generate Free PR and how to leverage public relations to complement their sales and marketing strategy. 

In Free PR, you’ll learn how the media world operates while you gain invaluable insider knowledge and actionable advice on how to: 

  • Build your own in-house PR team
  • Provide effective interviews
  • Score great media coverage for free with just a few easy steps 

Landing public relations coverage for yourself and your company is a powerful tool to help elevate your personal brand. PR is easier to generate than marketing, PR is easier to leverage than marketing and PR is more cost effective than marketing. In other words, Public Relations is more critical than ever in growing your brand and your business. 

You’ve got more passion, commitment, a larger stake, and a deeper understanding of your business than any outside PR firm could ever have. So stop wasting money and take the reins yourself.  Learn the secrets to landing TONS of Free PR for your company.

What they’re saying:

“I think PR is the core for promoting any business. Public relations acquires customers! That’s what’s cool about this book.”

– Kevin O’Leary,  Shark on ABC’s Shark Tank

“The ultimate guidebook for those looking to get press, grow their brand, and get in front of the masses. Free PR is the roadmap you’ve been looking for.”

– Peter Shankman, Founder, Help a Reporter Out (HARO)

“Adrian and Cameron will show you the secrets of getting massive exposure for your business. This book is packed with actionable insights from two guys that actually know how to to do it.”

– Dan Martell,  Serial Entrepreneur & Investor (Intercom.io, Unbounce)

“I told Cameron to write the book on generating free PR. I’m excited to see that he’s finally sharing his secrets with the world. This is a must read for any entrepreneurial company and marketing team.”

– Verne Harnish, Founder of Entrepreneurs’ Organization (EO) and author of Scaling Up (Rockefeller Habits 2.0)


Vivid Vision: A Remarkable Tool For Aligning Your Business Around a Shared Vision of the Future

Many corporations have slick, flashy mission statements that ultimately do little to motivate employees and less to impress customers, investors, and partners. 

But there is a way to share your excitement for the future of your company in a clear, compelling, and powerful way and entrepreneur and business growth expert Cameron Herold can show you how. 

Vivid Vision is a revolutionary tool that will help owners, CEOs, and senior managers create inspirational, detailed, and actionable three-year mission statements for their companies. In this easy-to-follow guide, Herold walks organization leaders through the simple steps to creating their own Vivid Vision, from brainstorming to sharing the ideas to using the document to drive progress in the years to come. 

By focusing on mapping out how you see your company looking and feeling in every category of business, without getting bogged down by data and numbers or how it will happen, Vivid Vision creates a holistic road map to success that will get all of your teammates passionate about the big picture. 

Your company is your dream, one that you want to share with your staff, clients, and stakeholders. Vivid Vision is the tool you need to make that dream a reality.


The Miracle Morning for
Entrepreneurs: Elevate Your SELF to
Elevate Your BUSINESS


A step-by-step guide to enjoying the roller-coaster ride of growth — while getting the most out of life as an entrepreneur. A growth-focused approach: The book is divided into three sections, which cover planning for fast growth, building a company for fast growth, and leading for fast growth. Each topic the author covers — from creating a vision for the company’s future to learning how to generate free PR for a developing company — is squarely focused on the end goal: doubling the size of the entrepreneur’s company in three years or less. A down-to-earth action plan: Herold’s experienced-based advice never gets bogged down in generalities or theory. Instead, he offers a wealth of practical tips, including: How to design meetings for maximum efficiency; How to hire top-quality talent; How to grow in particularly tough markets; How to put together a board of advisors — even for a smaller company; How even the busy entrepreneur can achieve a work/life balance.


Hal Elrod’sThe Miracle Morning has helped redefine the mornings and the lives of millions of readers since 2012. Since then, careers have been launched, goals have been met, and dreams have been realized, all through the power of the Miracle Morning’s six Life S.A.V.E.R.S.


Now The Miracle Morning for Entrepreneurs brings you these principles in a whole new light—alongside the Entrepreneurial Elevation Principles and the Entrepreneur’s Elevation Skills. These are essential skills that you need to create a successful business and personal life. Cameron Herold— Bestselling Author and a widely-respected expert on entrepreneurial mindset—brings his wisdom and insight to you using Hal Elrod’s powerful Miracle Morning framework.


The principles and skills you’ll find in this book will help you to channel your passion and achieve balance in a remarkable new way. – Learn why mornings matter more than you think – Learn how to master your own self-leadership and accelerate your personal development – Learn how to manage your energy—physical, mental, and emotional – Learn how to implement Hal Elrod’s invaluable Life S.A.V.E.R.S. in your daily routine – And much more… You’re already an entrepreneur. Now discover how to take your success to the next level by first taking yourself to the next level. The Miracle Morning for Entrepreneurs is your roadmap to masterfully building an empire with a powerful vision, utilizing your areas of personal genius, with the right team at your side.

Start giving your business and your life the very best opportunities for success, right now.

A step-by-step guide to enjoying the roller-coaster ride of growth — while getting the most out of life as an entrepreneur. A growth-focused approach: The book is divided into three sections, which cover planning for fast growth, building a company for fast growth, and leading for fast growth. Each topic the author covers — from creating a vision for the company’s future to learning how to generate free PR for a developing company — is squarely focused on the end goal: doubling the size of the entrepreneur’s company in three years or less. A down-to-earth action plan: Herold’s experienced-based advice never gets bogged down in generalities or theory. Instead, he offers a wealth of practical tips, including: How to design meetings for maximum efficiency; How to hire top-quality talent; How to grow in particularly tough markets; How to put together a board of advisors — even for a smaller company; How even the busy entrepreneur can achieve a work/life balance.