STUPID goals
Posted by Christophe on January 31, 2010
Most managers, one day, realize standard performance appraisals goals don’t work. They usually ask around and get pointers to SMART goals. Even if living in a bubble, a simple web search for “goal setting” will return some link “SMART goals” in the first results.
Specific / Measurable / Attainable / Realistic / Timely
For example:
To learn Java, by 7/1/10 requiring going to a java training
A ah-ha moment often follows.
Like a veil of micro-management off the face, SMART goals open the door to constructive goals, a new manager-employee relationship. Hand in hand, they can finally agree together on a few goals that leaves uncertainty at the door; this makes stretching the goals a positive challenge for the A+ performers.
This progressive goal setting framework is finally making it to progressive HR departments; the ones who understand it is time for them to burn the old competency based performance appraisals.
These 21st century SMART goals are human, fair, action oriented, performance enhancers.
And, [breathe in, breath out, breath in] I despise them.
Don’t make me wrong. I went through the cycle – the search, the discovery, the epiphany, the research, the overwhelming abundance, the adulation. I wrote countless SMART goals for myself, and encouraged my teams to do the same.
Why bitter about them then? Did I fail too many, blaming them rather than myself?
Not at all.
My rejection comes from a much deeper root cause.
Specific / Measurable / Attainable / Realistic / Timely
Let me rephrase a bit:
Analyze what can be done (Attainable / Realistic), set a definitive target (Specific / Measurable), and execute by a given time (Timely).
Let me rephrase a bit again:
Plan, set scope, set time
This sounds awfully like a mini-waterfall project plan. Doesn’t it?
The problem with SMART goals is the set of a specific target.
Lean tells us that systems will produce to their intrinsic capacity. The same applies to people.
If the target is set to low, there is definitive under achievement. If set too high, failure or unsustainable efforts are the only options.
Think about target setting this way: if you know what someone will produce, what is the point of setting a target. If you don’t know, what is the point of setting a target? Gamble management?
If set to low, there is definitive under achievement. If set too high, failure or unsustainable efforts are the only options.
Long ago, Deming warned managers of target setting through his 11th point of leadership: “Eliminate numerical goals, numerical quotas and management by objectives. Substitute leadership.”
So, if SMART goals are stupid, let me introduce you to STUPID goals:
Sincere: attack issues you really care about. Don’t waste time where is heart isn’t
Transparent: you likely won’t achieve big things alone. Make your goal as much visible as possible so others know how they can help you
Unique: your worth depends on the assets no one else has. Cultivate those
Preeminent: focus on outstanding things to have outstanding impact
Independent: reaching a goal is hard enough, don’t tangle them together
Daring: be courageous, and push beyond your limit
Once set, let flourish.
Revise when necessary.
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Jeff Blankenburg said
I’ve been saying this for years…but you were smart enough to actually write it down. My job requires me to declare my goals at the beginning of the year, and I spend the rest of the year trying to attain them. Very little flexibility for change in that system. Great article.
Lorren said
I bow down humbly in the pesenrce of such greatness.
Robert Dempsey said
Great post Christophe. I agree that the SMART way of looking at goals is outdated, and I like your STUPID analogy. It could be argued that without specific goals a path to success might not be found. How can you begin to plot a course if you don’t know where you want to go? However, this can be countered much like the use of waterfall can be countered with Agile. Goals, much like projects, need to be flexible.
Mike Brown said
I never viewed SMART as being applicable to employee performance review. The way I learned SMART was in regard to Vision and Goal planning for a company/product. E.G. instead of light, airy, fuzzy statements like “Product Foo will be the best Widget in the market” make solid statements like “Our goal is that product Foo will sell 1500 units a week by the end of Q4 2010″
I agree that applying SMART to employee performance is stupid.
Dew Drop – February 1, 2010 | Alvin Ashcraft's Morning Dew said
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Ronie Uliana said
Those remind me the 4 values of Extreme Programming (currently, around 5 :p)
I guess there are something converging to a core of truths for software development…
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peterliu47 said
Nicely said. I always had a problem with the SMART concept, its implementation and consequences.
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Fawibe Obafemi said
Thanks for the STUPID goals setiing tips. they are true but sound very funny.
Living without clear goals is like driving in a thick fog. No matter how powerful or well engineered your car, you drive slowly, hesitantly, making little progress on even the smoothest road. Deciding upon your goals clears the fog immediately and allows you the opportunity to focus and channel your energies and abilities.
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rickyabache said
Christophe – a lot of what you are saying resonates with me, and funnily enough I was planning to do a similar piece on my blog about what ‘real success’ looks like. I read Bossidy and Charan’s “Execution – The Discipline of Gettings Things Done” a few years back and it has a great section on what Larry Bossidy calls ‘credible stretch’ targets that for me is right on the money.
rickyabache said
Christophe FYI – hazarding reputation – just published episode 1 of new video blog – http://bit.ly/cRXGcp Hope it resonates
Technical ADD-How to Regain and Maintain Your Focus « andrew vida said
[...] just be I want to learn Ruby, or I want to create this website. They should be S.M.A.R.T (or S.T.U.P.I.D.) goals or you’ll never get to where you want to [...]