After reminding him that a “Yes or No” objective could be considered a binary numbering system, I realized the problem with SMART objectives. In an attempt to clarify goal setting, the anonymous authors of this daft acronym actually mudded the waters. Most who bow down at the alter of SMART do so only after vigorous debate about what objectives are SMART, or even what SMART stands for.

I prefer a much simpler test of valuable objectives: the champagne test.

In the champagne test, you set an objective and then test its value by asking “how will our people know when to crack open the champagne?” In essence, you ask how we know if we hit our objective. Consider one of the most renowned objectives of the past century: JFK’s 1961 call to “put a man on the moon.” One can debate whether this goal was SMART, but one can not challenge the certainty of knowing when to pop open the cork.

(Copious thanks to Chip and Dan Heath for introducing me to the concept of the champagne test.)

The Heath brothers compile into a three-principle model for change. The present this model using an easy to understand elephant and rider analogy, arguing that it’s impossible to make an elephant move in the right direction unless it wants to, its rider wants to and the path is easy to follow.

The model is as follows (adapted from page 259 of their book):

• Direct the Rider
• Follow the Bright Spots. Investigate what’s working and clone it.
• Script the Critical Moves. Don’t think big picture, think in terms of specific behaviors.
• Point to the Destination. Change is easier when you know where you’re going and why it’s worth it.
• Motivate the Elephant
• Find the Feeling. Knowing something isn’t enough to cause change. Make people feel something.
• Shrink the Change. Break down the change until it no longer spooks the Elephant.
• Grow Your People. Cultivate a sense of identity and instill the growth mindset.
• Shape the Path
• Tweak the Environment. When the situation changes, the behavior changes. So change the situation.
• Build Habits. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits.
• Rally the Herd. Behavior is contagious. Help it spread.

At first thought, it may seem odd reviewing a popular business book on LeaderLab. Switch doesn’t appear to be a theory-based book. However, Switch is saturated with research findings and case studies. Chip and Dan Heath, both full-time professors make a compelling case that this model will be seen as equitable to Lewin, Kotter or anyone within academia.