6 Setting SMART Goals

SMART: Specific, Measurable, Attainable, Relevant, Time-Bound
Image Credit: Graeme Robinson-Clogg

A common tool for effective goal setting is developing SMART goals. SMART goals encourage you to create goals in a way that inspires you to make them happen.

SMART Goals Are

“S” – Specific

Your goal should clearly define what you’re going to accomplish. You’ll ask and answer what you’re working toward and why.

“M” – Measurable

Identify and define how you will measure your progress.

  • How will you know when you’ve achieved your goal?
  • When will your goal be finished? What is the due date?

“A” – Attainable / Action-Oriented

Your goal needs to be realistic and attainable within the time and resources that you have available.

  • Is it possible for you to achieve your desired goal?
  • Are you inspired to take action towards reaching your goal?

“R” – Relevant

Relevant and realistic goals are ones you’re willing to complete. Identify where this goal will take you. A goal can be both ambitious and realistic; you’re the only one who can decide just how high your goal should be.

“T” – Time Bound

Create a sense of personal obligation by setting due dates for each step along the way. Knowing when you must finish a task keeps you on track and accountable. [1][2]

  • When does something need to be done?

SMART Goal Example

Consider this example. You could say that your goal is to become a better runner. This goal is undefined, and you will not be able to tell when you’ve achieved it.

A SMART goal would be, “You will train with a running group twice weekly and complete a ten-kilometer run in under one hour by the end of June”. This goal is time-bound and includes specific and measurable criteria that will help you know when you’ve reached your goal.

Try it!

Begin to set your learning goals for this semester. Choose 1 goal, and use the SMART goal system to make your goal relevant and achievable.


  1. Doran, G.T. (1981) There's a S.M.A.R.T. way to write management's goals and objectives. Management Review 70 (11): 35–36.
  2. Locke, E. A. (1968) Toward a theory of task motivation and incentives. Organizational Behavior and Human Performance 3 (2): 157

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