FAST Goals - Revision history

S164345 at 22:55, 28 February 2021

2021-02-28T22:55:13Z

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	''Created by Frederik Mørup Carlsson, February 2021''		''Created by Frederik Mørup Carlsson, February 2021.''

	Creating a plan is pivotal for the success of any project and the management of said project<ref name="PMBOK" />. Key to any plan is goals: Objectives, milestones, or deliverables<ref name="PMBOK" />. Whatever shape the goal takes, without goals a plan is imperfect. Correct utilization of goals is therefore critical for project and project management success. Setting the wrong goals will waste valuable resources<ref name="PMBOK" />, setting the goals too low will result in lower quality outcomes <ref name="GSTOM" />and failure to communicate the goals adequately will leave those within the project without direction<ref name="MWM"> "Doerr, J, 2018, ''Measure What Matters,'' Penguin." </ref>. Ensuring high quality of the goals and correct utilization within the project is therefore a skill that project managers must master to save time and resources. FAST goals is a framework created to help practitioners setting and managing goals by ensuring the quality and proper usage of their goals through the acronym ''''FAST'''': '''F'''requently talked about, '''A'''mbitious, '''S'''pecific, and '''T'''ransparent<ref name="FNS"> "C. Sull, D. Sull, 2018, ''With Goals, FAST Beats SMART'', MITSLOAN Management Review, viewed 27-02-2021, <https://sloanreview.mit.edu/article/with-goals-fast-beats-smart/?gclid=Cj0KCQiA-OeBBhDiARIsADyBcE75IeLmrTVGP9FWKwgV2KQ45pq52D9FxXBbO0WPF0D5BfxNmw4YTzYaAoMxEALw_wcB>" </ref> .		Creating a plan is pivotal for the success of any project and the management of said project<ref name="PMBOK" />. Key to any plan is goals: Objectives, milestones, or deliverables<ref name="PMBOK" />. Whatever shape the goal takes, without goals a plan is imperfect. Correct utilization of goals is therefore critical for project and project management success. Setting the wrong goals will waste valuable resources<ref name="PMBOK" />, setting the goals too low will result in lower quality outcomes <ref name="GSTOM" />and failure to communicate the goals adequately will leave those within the project without direction<ref name="MWM"> "Doerr, J, 2018, ''Measure What Matters,'' Penguin." </ref>. Ensuring high quality of the goals and correct utilization within the project is therefore a skill that project managers must master to save time and resources. FAST goals is a framework created to help practitioners setting and managing goals by ensuring the quality and proper usage of their goals through the acronym ''''FAST'''': '''F'''requently talked about, '''A'''mbitious, '''S'''pecific, and '''T'''ransparent<ref name="FNS"> "C. Sull, D. Sull, 2018, ''With Goals, FAST Beats SMART'', MITSLOAN Management Review, viewed 27-02-2021, <https://sloanreview.mit.edu/article/with-goals-fast-beats-smart/?gclid=Cj0KCQiA-OeBBhDiARIsADyBcE75IeLmrTVGP9FWKwgV2KQ45pq52D9FxXBbO0WPF0D5BfxNmw4YTzYaAoMxEALw_wcB>" </ref> .

S164345: /* Limitations */

2021-02-28T22:48:58Z

Limitations

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	== Limitations ==		== Limitations ==
	The way to apply the FAST goals is different from project to project, and it, therefore, relies on the project manager to adapt the tenets of the FAST goals to the individual project. This is a limitation for newcomers with little reference material to attempt to learn or adapt from. As mentioned earlier in regards to OKRs, John Doerr describes OKRs as heavily reliant on fundamentals <ref name="Interview" />. Utilizing FAST goals will not solve any and all issues and might be a detriment without a proper fundamental base to grow from. Applying the FAST goals is thusly heavily reliant on skilled management and as ~~ittle~~ research has been done on the application or the realization of the benefits from FAST, it might be difficult or risky to attempt to apply this methodology. Furthermore, the FAST goals have been created with agility in mind <ref name="FNS" />, and where many projects and organizations have become far more reliant on adapting change there are still sectors where attempting to apply the FAST goals would simply be an addition of costs with potentially little benefit.		The way to apply the FAST goals is different from project to project, and it, therefore, relies on the project manager to adapt the tenets of the FAST goals to the individual project. This is a limitation for newcomers with little reference material to attempt to learn or adapt from. As mentioned earlier in regards to OKRs, John Doerr describes OKRs as heavily reliant on fundamentals <ref name="Interview" />. Utilizing FAST goals will not solve any and all issues and might be a detriment without a proper fundamental base to grow from. Applying the FAST goals is thusly heavily reliant on skilled management, and as little research has been done on the application or the realization of the benefits from FAST, it might be difficult or risky to attempt to apply this methodology. Furthermore, the FAST goals have been created with agility in mind <ref name="FNS" />, and where many projects and organizations have become far more reliant on adapting change there are still sectors where attempting to apply the FAST goals would simply be an addition of costs with potentially little benefit. Finally applying the FAST goals can require culture changes which can be hard to enforce, as well as structural changes which might be costly or difficult to implement.

	== Annotated bibliography ==		== Annotated bibliography ==

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2021-02-28T22:46:38Z

Limitations

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	== Limitations ==		== Limitations ==
	The ~~FAST goals have been created with the modern-day in mind <ref name="FNS" />, and where many projects and organizations have become far more adaptive to change there are still sectors where attempting~~ to apply the FAST goals would simply be an addition of costs with little benefit. Furthermore, the FAST goals are a new methodology, and extensive research has yet to be given to them. Little research has been done on the application or the realization of the benefits from FAST, it might be difficult or risky to attempt to apply this methodology. Furthermore the FAST goals themselves, ironically enough, is quite unspecific. It might be easy to get lost without a more specific guide for application. The correct way to enable transparency and frequently talking about goals is different from project to project, and it, therefore, relies on the project manager to adapt ~~these~~ tenets of the FAST goals to the individual project. This is a limitation for newcomers with little reference material to attempt to learn or adapt from. As mentioned earlier in regards to OKRs, John Doerr describes OKRs as heavily reliant on fundamentals <ref name="Interview" />. Utilizing FAST goals will not solve any and all issues and might be a detriment without a proper fundamental base to grow from.		The way to apply the FAST goals is different from project to project, and it, therefore, relies on the project manager to adapt the tenets of the FAST goals to the individual project. This is a limitation for newcomers with little reference material to attempt to learn or adapt from. As mentioned earlier in regards to OKRs, John Doerr describes OKRs as heavily reliant on fundamentals <ref name="Interview" />. Utilizing FAST goals will not solve any and all issues and might be a detriment without a proper fundamental base to grow from. Applying the FAST goals is thusly heavily reliant on skilled management and as ittle research has been done on the application or the realization of the benefits from FAST, it might be difficult or risky to attempt to apply this methodology. Furthermore, the FAST goals have been created with agility in mind <ref name="FNS" />, and where many projects and organizations have become far more reliant on adapting change there are still sectors where attempting to apply the FAST goals would simply be an addition of costs with potentially little benefit.

	== Annotated bibliography ==		== Annotated bibliography ==

S164345: /* Application */

2021-02-28T22:38:56Z

Application

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	For many applying FAST goal methodology will be a disruptive change to the status quo. It is, therefore, advisable to ease into the process. For this applying the methodology at the top and working downwards has shown to be effective. <ref name="MWM" />		For many applying FAST goal methodology will be a disruptive change to the status quo. It is, therefore, advisable to ease into the process. For this applying the methodology at the top and working downwards has shown to be effective. <ref name="MWM" />
	*Ensure that goals are made public		*Ensure that goals are made public
	Many benefits are reliant on the goals being public and that everyone at any time has easy access to goals, not just their own goals but also others, especially strategic goals. Exerting the effort to make goals public is therefore a good place to start to apply the FAST goals.<ref name="MWM" />		Many benefits are reliant on the goals being public and that everyone at any time has easy access to goals, not just their own goals but also others, especially strategic goals. Exerting the effort to make goals public is therefore a good place to start to apply the FAST goals<ref name="MWM" />.
	*Frequent check-ins		*Frequent check-ins
	Frequently checking in on progress allows for goals to be changed to reorient, or be abandoned before resources are wasted. Engaging this change is therefore critical to enable the FAST goals methodology to function. In relation to OKRs, a common change is going from annual goal review to quarterly goal review. <ref name="MWM" />		Frequently checking in on progress allows for goals to be changed to reorient, or be abandoned before resources are wasted. Engaging this change is therefore critical to enable the FAST goals methodology to function. In relation to OKRs, a common change is going from annual goal review to quarterly goal review <ref name="MWM" />.
	*Initiate a culture change		*Initiate a culture change
	To be transparent, open in your frequent discussions, and ambitious in your goals, it might be necessary to undergo a culture change. It has been shown to be effective to have top management set a good example for this, and set the standard throughout the project~~. .~~<ref name="MWM" />		To be transparent, open in your frequent discussions, and ambitious in your goals, it might be necessary to undergo a culture change. It has been shown to be effective to have top management set a good example for this, and set the standard throughout the project<ref name="MWM" />.

	In an interview with John Doerr, he describes the one thing which causes people to fail when attempting to use the OKR methodology is the lack of commitment from top management. He explicitly references the CEO, and them committing to the change being a key determining factor in the success of the OKR methodology <ref name="Interview" />. He goes on to explain how the most success from the methodology is seen when the entire company embraces the system and allows it to become part of the day-to-day workings of the company <ref name="Interview" />. A final suggestion extrapolated from the OKR methodology is therefore to ensure that the FAST goals are embraced by top management and that the project manager fully commits to using them. Showing off their own personal goals, measuring their performance and success, and actively including it in their personal work. Frequently talking about their ambitious and specific goals in a transparent fashion.		In an interview with John Doerr, he describes the one thing which causes people to fail when attempting to use the OKR methodology is the lack of commitment from top management. He explicitly references the CEO, and them committing to the change being a key determining factor in the success of the OKR methodology <ref name="Interview" />. He goes on to explain how the most success from the methodology is seen when the entire company embraces the system and allows it to become part of the day-to-day workings of the company <ref name="Interview" />. A final suggestion extrapolated from the OKR methodology is therefore to ensure that the FAST goals are embraced by top management and that the project manager fully commits to using them. Showing off their own personal goals, measuring their performance and success, and actively including it in their personal work. Frequently talking about their ambitious and specific goals in a transparent fashion.

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2021-02-28T22:37:12Z

Application

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	The unfortunate reality is that there is no one right way to do it, no one size fits all solution. In an interview with John Doerr, he emphasizes that the OKR methodology is not a silver bullet that guarantees success. He describes how without the fundamentals of a good culture and skilled management the value of OKRs is diminished <ref name="Interview"> "D. Sull, J, Doerr, 2018, ''John Doerr on OKRs and Measuring What Matters'', video interview, MITSLOAN Management Review, <https://sloanreview.mit.edu/video/john-doerr-on-okrs-and-measuring-what-matters/>." </ref>. In order to apply either the FAST goals or OKRs, it is therefore imperative that practitioners remain acutely aware of the fundamentals of project management and management in general. Without those, there is no guarantee that the sought-after benefits from utilizing this tool will be realized. Understanding the four tenets of the FAST goals, what it is they each try to achieve, and tailoring these to your project alongside strong fundamentals is a prerequisite for unleashing the benefits of the framework.		The unfortunate reality is that there is no one right way to do it, no one size fits all solution. In an interview with John Doerr, he emphasizes that the OKR methodology is not a silver bullet that guarantees success. He describes how without the fundamentals of a good culture and skilled management the value of OKRs is diminished <ref name="Interview"> "D. Sull, J, Doerr, 2018, ''John Doerr on OKRs and Measuring What Matters'', video interview, MITSLOAN Management Review, <https://sloanreview.mit.edu/video/john-doerr-on-okrs-and-measuring-what-matters/>." </ref>. In order to apply either the FAST goals or OKRs, it is therefore imperative that practitioners remain acutely aware of the fundamentals of project management and management in general. Without those, there is no guarantee that the sought-after benefits from utilizing this tool will be realized. Understanding the four tenets of the FAST goals, what it is they each try to achieve, and tailoring these to your project alongside strong fundamentals is a prerequisite for unleashing the benefits of the framework.

	The following is based on a test designed by the authors of the FAST goals to determine whether or not your goals adhere to the FAST goals framework <ref name="FNS" />. If you can answer yes to the ~~above~~ questions your goal setting methods are aligned with the FAST goals framework. If you can not answer yes to some, it is up to the project manager to determine how to structure the necessary changes to change that no to a yes.		The following is based on a test designed by the authors of the FAST goals to determine whether or not your goals adhere to the FAST goals framework <ref name="FNS" />. If you can answer yes to the following questions your goal setting methods are aligned with the FAST goals framework. If you can not answer yes to some, it is up to the project manager to determine how to structure the necessary changes to change that no to a yes.

	[[File:FAST10.png\|center\|thumb\|600px\|A set of questions to determine if you adhere to the FAST goals methodology. Own creation based on <ref name="FNS" />.]]		[[File:FAST10.png\|center\|thumb\|600px\|A set of questions to determine if you adhere to the FAST goals methodology. Own creation based on <ref name="FNS" />.]]

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2021-02-28T22:34:33Z

Effective goal setting that enhances strategic alignment

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	In 2018 an article called: ''With Goals, FAST Beats SMART'' was published as part of a series of articles dubbed The Strategic Agility Project. The Strategic Agility Project series of articles aims to help practitioners find better alignment between strategy and goals within organizations <ref name="SAP"> "D. Sull, 2021, ''The Strategic Agility Project'' MITSloan Management Review, viewed on 24/02-2021, <https://sloanreview.mit.edu/big-ideas/strategic-agility/>." </ref>. In this article the sentiment of the OKR methodology is echoed, to construct goals that align with strategy, it is not enough to set goals of high quality. Donald Sull and Charles Sull describe how generally people have become too focused on the act of setting goals, and not enough attention is being given to how goals are used. Proposed in this article is the ''''FAST'''': ('''F'''requently talked about, '''A'''mbitious, '''S'''pecific and '''T'''ransparent) goals, a new goal methodology with the aim of reorienting how goals are perceived and worked with. It is proposed that through utilizing the FAST goals framework the way goals are utilized can be reframed to bring about goals that increase motivation, produce higher quality outcomes, and better aligns with the overall strategy. The purpose of the FAST goals is thusly aiding in both the setting of high-quality goals and facilitating the environment surrounding the goals, which allows for high-performance utilizing the goals, executing on what is strategically important, and improving the work environment <ref name="FNS" />.		In 2018 an article called: ''With Goals, FAST Beats SMART'' was published as part of a series of articles dubbed The Strategic Agility Project. The Strategic Agility Project series of articles aims to help practitioners find better alignment between strategy and goals within organizations <ref name="SAP"> "D. Sull, 2021, ''The Strategic Agility Project'' MITSloan Management Review, viewed on 24/02-2021, <https://sloanreview.mit.edu/big-ideas/strategic-agility/>." </ref>. In this article the sentiment of the OKR methodology is echoed, to construct goals that align with strategy, it is not enough to set goals of high quality. Donald Sull and Charles Sull describe how generally people have become too focused on the act of setting goals, and not enough attention is being given to how goals are used. Proposed in this article is the ''''FAST'''': ('''F'''requently talked about, '''A'''mbitious, '''S'''pecific and '''T'''ransparent) goals, a new goal methodology with the aim of reorienting how goals are perceived and worked with. It is proposed that through utilizing the FAST goals framework the way goals are utilized can be reframed to bring about goals that increase motivation, produce higher quality outcomes, and better aligns with the overall strategy. The purpose of the FAST goals is thusly aiding in both the setting of high-quality goals and facilitating the environment surrounding the goals, which allows for high-performance utilizing the goals, executing on what is strategically important, and improving the work environment <ref name="FNS" />.

	=== FAST goals ===		== FAST goals ==
	[[File:FASTGOALS.png\|right\|thumb\|600px\|A visual representation of the core tenets of the FAST goals. Own creation.]]		[[File:FASTGOALS.png\|right\|thumb\|600px\|A visual representation of the core tenets of the FAST goals. Own creation.]]

S164345 at 22:34, 28 February 2021

2021-02-28T22:34:09Z

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	In 2018 an article called: ''With Goals, FAST Beats SMART'' was published as part of a series of articles dubbed The Strategic Agility Project. The Strategic Agility Project series of articles aims to help practitioners find better alignment between strategy and goals within organizations <ref name="SAP"> "D. Sull, 2021, ''The Strategic Agility Project'' MITSloan Management Review, viewed on 24/02-2021, <https://sloanreview.mit.edu/big-ideas/strategic-agility/>." </ref>. In this article the sentiment of the OKR methodology is echoed, to construct goals that align with strategy, it is not enough to set goals of high quality. Donald Sull and Charles Sull describe how generally people have become too focused on the act of setting goals, and not enough attention is being given to how goals are used. Proposed in this article is the ''''FAST'''': ('''F'''requently talked about, '''A'''mbitious, '''S'''pecific and '''T'''ransparent) goals, a new goal methodology with the aim of reorienting how goals are perceived and worked with. It is proposed that through utilizing the FAST goals framework the way goals are utilized can be reframed to bring about goals that increase motivation, produce higher quality outcomes, and better aligns with the overall strategy. The purpose of the FAST goals is thusly aiding in both the setting of high-quality goals and facilitating the environment surrounding the goals, which allows for high-performance utilizing the goals, executing on what is strategically important, and improving the work environment <ref name="FNS" />.		In 2018 an article called: ''With Goals, FAST Beats SMART'' was published as part of a series of articles dubbed The Strategic Agility Project. The Strategic Agility Project series of articles aims to help practitioners find better alignment between strategy and goals within organizations <ref name="SAP"> "D. Sull, 2021, ''The Strategic Agility Project'' MITSloan Management Review, viewed on 24/02-2021, <https://sloanreview.mit.edu/big-ideas/strategic-agility/>." </ref>. In this article the sentiment of the OKR methodology is echoed, to construct goals that align with strategy, it is not enough to set goals of high quality. Donald Sull and Charles Sull describe how generally people have become too focused on the act of setting goals, and not enough attention is being given to how goals are used. Proposed in this article is the ''''FAST'''': ('''F'''requently talked about, '''A'''mbitious, '''S'''pecific and '''T'''ransparent) goals, a new goal methodology with the aim of reorienting how goals are perceived and worked with. It is proposed that through utilizing the FAST goals framework the way goals are utilized can be reframed to bring about goals that increase motivation, produce higher quality outcomes, and better aligns with the overall strategy. The purpose of the FAST goals is thusly aiding in both the setting of high-quality goals and facilitating the environment surrounding the goals, which allows for high-performance utilizing the goals, executing on what is strategically important, and improving the work environment <ref name="FNS" />.

	== FAST goals ==		=== FAST goals ===
	[[File:FASTGOALS.png\|right\|thumb\|600px\|A visual representation of the core tenets of the FAST goals. Own creation.]]		[[File:FASTGOALS.png\|right\|thumb\|600px\|A visual representation of the core tenets of the FAST goals. Own creation.]]

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2021-02-28T22:29:01Z

Specific

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	The reasoning for this tenet might be considered common knowledge, as it is a constant throughout many goal-oriented methodologies, and the definition is quite straightforward. Both the PMBOK guide and PRINCE2 references the need for specificity in planning and in general throughout project management "<ref name="PMBOK" /> <ref name="FNS" />. Other methodologies different from FAST and SMART include the need for specificity and measurability as a requirement for goal setting <ref name="MWM" />pp. 46<ref name="NMMT2"> "Züst, R & Troxler, P, 2006, ''No More Muddling Through - Mastering Complex Projects in Engineering and Management'', Springer, pp. 83." </ref> <ref name ="GDPM" />. Specific goals are linked to increased motivation and performance <ref name="GSTOM" /> <ref name="FNS" /> <ref name ="MWM" />, clarity around objectives <ref name= "FNS" /> <ref name ="MWM" />, and linking goals to strategy <ref name= "FNS" /> <ref name ="MWM" />.		The reasoning for this tenet might be considered common knowledge, as it is a constant throughout many goal-oriented methodologies, and the definition is quite straightforward. Both the PMBOK guide and PRINCE2 references the need for specificity in planning and in general throughout project management "<ref name="PMBOK" /> <ref name="FNS" />. Other methodologies different from FAST and SMART include the need for specificity and measurability as a requirement for goal setting <ref name="MWM" />pp. 46<ref name="NMMT2"> "Züst, R & Troxler, P, 2006, ''No More Muddling Through - Mastering Complex Projects in Engineering and Management'', Springer, pp. 83." </ref> <ref name ="GDPM" />. Specific goals are linked to increased motivation and performance <ref name="GSTOM" /> <ref name="FNS" /> <ref name ="MWM" />, clarity around objectives <ref name= "FNS" /> <ref name ="MWM" />, and linking goals to strategy <ref name= "FNS" /> <ref name ="MWM" />.
	In the article pioneering FAST goals the authors exemplify a specific goal with this example: "''Gain 100,000 followers on Twitter''" <ref name="FNS" />. This goal is easy to understand, it is easy to measure success on and there is no lack of clarity on what needs to be achieved. A non-specific version of this goal could be "Grow our social media following". In this goal, there is no specified media, there is no amount, and it is hard to track success or progress towards completion. The authors also mention that while quantifiability is important, nonquantifiable goals can also be important. While in the social media example a specific number can be put on it, it is hard to quantify hiring a new critical staff member. In that case, a goal can still be specific, another example from the article is: "''Hire a new chief technology officer''" ~~<ref name="FNS" />. The authors stress that a specific goal is measurable in terms of progress and clearly defined~~ <ref name="FNS" />.		In the article pioneering FAST goals the authors exemplify a specific goal with this example: "''Gain 100,000 followers on Twitter''" <ref name="FNS" />. This goal is easy to understand, it is easy to measure success on and there is no lack of clarity on what needs to be achieved. A non-specific version of this goal could be "Grow our social media following". In this goal, there is no specified media, there is no amount, and it is hard to track success or progress towards completion. The authors also mention that while quantifiability is important, nonquantifiable goals can also be important. While in the social media example a specific number can be put on it, it is hard to quantify hiring a new critical staff member. In that case, a goal can still be specific, another example from the article is: "''Hire a new chief technology officer''" <ref name="FNS" />.

	==== Transparent ====		==== Transparent ====

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2021-02-28T22:25:42Z

Frequently talked about

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	Two particular things in this definition are important. The first of which is the word frequent. For many, the standard practice is to set goals and forget about them for upwards of a year before reviewing them <ref name="FNS" />. To make goals FAST it is a necessity to frequently review your goals. Frequent is up to interpretation, however the FAST goals advocates for normalizing discussion, reflection, and revision of goals <ref name="FNS" />. The second thing of importance in the definition is what frequently needs to be discussed is not merely progress. Instead, it is several factors that relate to the goal. The focus on feedback, resource allocation, and prioritization shifts the focus from the one-track approach of setting a goal and measuring whether or not it is reached <ref name="FNS" />. A FAST goal is therefore not the same from its conception to its end, it can adapt and change as the environment around it does. FAST goals take the typically predictive approach to goal setting and change it to be a more adaptive approach.		Two particular things in this definition are important. The first of which is the word frequent. For many, the standard practice is to set goals and forget about them for upwards of a year before reviewing them <ref name="FNS" />. To make goals FAST it is a necessity to frequently review your goals. Frequent is up to interpretation, however the FAST goals advocates for normalizing discussion, reflection, and revision of goals <ref name="FNS" />. The second thing of importance in the definition is what frequently needs to be discussed is not merely progress. Instead, it is several factors that relate to the goal. The focus on feedback, resource allocation, and prioritization shifts the focus from the one-track approach of setting a goal and measuring whether or not it is reached <ref name="FNS" />. A FAST goal is therefore not the same from its conception to its end, it can adapt and change as the environment around it does. FAST goals take the typically predictive approach to goal setting and change it to be a more adaptive approach.

	Frequently talking about goals is one of the ways FAST goals draw inspiration from OKR methodology, and while the FAST goals are a new and mostly undocumented methodology the benefits that frequent discussion surrounding goals can have can be extrapolated from the OKR methodology. In John Doerr’s book “Measure What Matters”, he describes the OKR methodology as having four superpowers, three of which are derived in some way from the frequent conversation around goals <ref name="MWM" />. These three superpowers are Focus and commitment to priorities, alignment and connectivity for teamwork, and the ability to track for accountability <ref name="MWM" />. Frequently talking about goals enables these superpowers in ways such as ensuring goals fit with priorities, talking about goals allows for revision which then provides focus, it enhances teamwork through a reduction of uncertainty across teams.		Frequently talking about goals is one of the ways FAST goals draw inspiration from OKR methodology, and while the FAST goals are a new and mostly undocumented methodology the benefits that frequent discussion surrounding goals can have can be extrapolated from the OKR methodology. In John Doerr’s book “Measure What Matters”, he describes the OKR methodology as having four superpowers, three of which are derived in some way from the frequent conversation around goals <ref name="MWM" />. These three superpowers are Focus and commitment to priorities, alignment and connectivity for teamwork, and the ability to track for accountability <ref name="MWM" />. Frequently talking about goals enables these superpowers in ways such as ensuring goals fit with priorities, talking about goals allows for revision which then provides focus, and it enhances teamwork through a reduction of uncertainty across teams.

	==== Ambitious ====		==== Ambitious ====

S164345: /* Frequently talked about */

2021-02-28T22:24:07Z

Frequently talked about

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	''"Goals should be embedded in ongoing discussions to review progress, allocate resources, prioritize initiatives, and provide feedback. "''<ref name="FNS" />		''"Goals should be embedded in ongoing discussions to review progress, allocate resources, prioritize initiatives, and provide feedback. "''<ref name="FNS" />

	Two particular things in this definition are important. The first of which is the word frequent. For many, the standard practice is to set goals and forget about them for upwards of a year before reviewing them <ref name="FNS" />. To make goals FAST it is a necessity to frequently review your goals. Frequent is up to interpretation, however the FAST goals advocates for normalizing discussion, reflection, and revision of goals <ref name="FNS" />. The second thing of importance in the definition is ~~that~~ what frequently needs to be discussed is not merely progress. Instead, it is several factors that relate to the goal. The focus on feedback, resource allocation, and prioritization shifts the focus from the one-track approach of setting a goal and measuring whether or not it is reached <ref name="FNS" />. A FAST goal is therefore not the same from its conception to its end, it can adapt and change as the environment around it does. FAST goals take the typically predictive approach to goal setting and change it to be a more adaptive approach.		Two particular things in this definition are important. The first of which is the word frequent. For many, the standard practice is to set goals and forget about them for upwards of a year before reviewing them <ref name="FNS" />. To make goals FAST it is a necessity to frequently review your goals. Frequent is up to interpretation, however the FAST goals advocates for normalizing discussion, reflection, and revision of goals <ref name="FNS" />. The second thing of importance in the definition is what frequently needs to be discussed is not merely progress. Instead, it is several factors that relate to the goal. The focus on feedback, resource allocation, and prioritization shifts the focus from the one-track approach of setting a goal and measuring whether or not it is reached <ref name="FNS" />. A FAST goal is therefore not the same from its conception to its end, it can adapt and change as the environment around it does. FAST goals take the typically predictive approach to goal setting and change it to be a more adaptive approach.

	Frequently talking about goals is one of the ways FAST goals draw inspiration from OKR methodology, and while the FAST goals are a new and mostly undocumented methodology the benefits that frequent discussion surrounding goals can have can be extrapolated from the OKR methodology. In John Doerr’s book “Measure What Matters”, he describes the OKR methodology as having four superpowers, three of which are derived in some way from the frequent conversation around goals <ref name="MWM" />. These three superpowers are Focus and commitment to priorities, alignment and connectivity for teamwork, and the ability to track for accountability <ref name="MWM" />. Frequently talking about goals enables these superpowers in ways such as ensuring goals fit with priorities, talking about goals allows for revision which then provides focus, it enhances teamwork through a reduction of uncertainty across teams.		Frequently talking about goals is one of the ways FAST goals draw inspiration from OKR methodology, and while the FAST goals are a new and mostly undocumented methodology the benefits that frequent discussion surrounding goals can have can be extrapolated from the OKR methodology. In John Doerr’s book “Measure What Matters”, he describes the OKR methodology as having four superpowers, three of which are derived in some way from the frequent conversation around goals <ref name="MWM" />. These three superpowers are Focus and commitment to priorities, alignment and connectivity for teamwork, and the ability to track for accountability <ref name="MWM" />. Frequently talking about goals enables these superpowers in ways such as ensuring goals fit with priorities, talking about goals allows for revision which then provides focus, it enhances teamwork through a reduction of uncertainty across teams.