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.