Beyond the Cult of 'SMART' Goals: Are They Holding Us Back?

Are the SMART goals we've been taught to set holding us back? For decades, SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) have been the standard approach to goal setting. But is there any data to support the claim that SMART goals lead to successful outcomes?

Despite many professionals finding these goals restrictive and counterproductive, many organizations still cling to this outdated method. It's time to reassess this approach and examine why SMART goals might be more detrimental than beneficial.

Realistic is Restraining: The Human Potential Paradox

Have you ever surprised yourself by accomplishing something you deemed impossible? Or perhaps you've been astonished at how elite athletes consistently shatter world records. This phenomenon, the Human Potential Paradox, highlights the discrepancy between perceived potential and actual achievement. Humans possess an extraordinary capacity to surpass perceived limitations, undertaking feats once considered unimaginable. From groundbreaking space exploration to breaking the four-minute mile, our abilities continually astonish us.

Historically, our most significant innovations have emerged from setting ambitious, even unrealistic goals. Humans are inherently driven by the allure of what could be. Understanding the Human Potential Paradox is crucial for recognizing why many employees feel demotivated when confined to SMART goals. Imposing realistic goal-setting stifles employee engagement.

Fear of Failure: 'Achievable' or Paralyzing?

The "A" in SMART goals stands for "Achievable," meaning the goal is realistic and can be achieved. However, this can create a significant psychological challenge. Humans naturally avoid failure and often choose easier, more predictable goals over challenging ones that promote growth. This tendency limits potential and stifles development.

While setting easily achievable goals might seem prudent, it ultimately limits potential. Achievable goals lack the challenge needed to motivate us to drive performance. On the other hand, overly ambitious goals can be counterproductive, inducing fear of failure and demotivation.

Enforcing only practical goals creates unnecessary pressure, often leading to disengagement and stifling innovation. To truly inspire and motivate employees, we must balance achievable and challenging goals, encouraging boundary-pushing without inducing paralyzing fear.

Lack of Evidence

Despite widespread adoption, there is little evidence supporting SMART goals. Surprisingly, a framework used by some of the world's largest corporations lacks a proven correlation with success. In fact, research indicates the opposite. SMART goals can be counterproductive for many employees, decreasing productivity and motivation. A Leadership IQ study found that only 15% of employees strongly agreed that their goals helped them achieve greater things, and only 13% believed goals helped them reach their full potential.

Given the evidence and the inherent contradictions between SMART goals and human behavior, it's perplexing why organizations continue to use them. The likely answer lies in the catchy acronym that has become deeply ingrained in business culture.

Lack of Flexibility and Adaptability

Although SMART goals can be useful in certain contexts, they are ill-suited for the rapidly changing environments that characterize most businesses today. These environments demand adaptability and flexibility, qualities hindered by the rigid structure of SMART goals. When strategic problem-solving is paramount, SMART goals can divert attention from the bigger picture. Goals established at the beginning of a quarter may become irrelevant by the end. The time and effort invested in creating SMART goals might be better spent on more agile approaches to tracking progress and achievement.

Why Do We Persist with SMART Goals?

Beyond the previously mentioned issues, SMART goals can also contribute to:

• Failure paralysis: Realistic goals can create a fear of falling short, which can be demotivating.

• Inflexibility: A dynamic environment requires adaptability, which SMART goals may not accommodate.

• Micromanagement: SMART goals can encourage overly controlling management styles.

• Questionable effectiveness: The link between SMART goals and success is unclear.

• Demotivation: Easily achievable goals can lead to complacency.

Beyond SMART: A Human-Centered Approach

While SMART goals have their place, there are more effective strategies aligned with human behavior:

• Embrace autonomy: Individuals have varying risk tolerances. Some thrive on achievable goals, while others are motivated by ambitious challenges. Research suggests that even if ambitious goals are not fully realized, those who set them often outperform those with more conservative targets.

• Focus on progress, not perfection: The fear of failure can be paralyzing. Celebrate incremental improvements and encourage adaptability as circumstances evolve.
  

• Recognize milestones: Acknowledging progress fosters a sense of accomplishment and maintains motivation.

• Embrace agility: Be prepared to adjust goals as needed. Flexibility and iteration are essential in today's dynamic world.
  

Ultimately, the most effective goal-setting approach is the one that resonates with individual needs and preferences. Experimentation is key to finding what ignites motivation and drives success.

References:

Lepsinger, R., & McMahon, G. (2016). With Goals, FAST Beats SMART. MIT Sloan Management Review. Retrieved from MIT Sloan Management Review.

Watson, A., Smith, M., & Brown, J. (2018). A Randomized Trial of SMART Goal Enhanced Debriefing after Simulation to Promote Educational Actions. Western Journal of Emergency Medicine, 19(4), 654-661. doi:10.5811/westjem.2018.4.38933.

Gleason, S. A., Gaebelein, C. J., & Brown, D. R. (2022). Evaluating the Effectiveness of SMART Goals in Health-System Pharmacy Practice. American Journal of Health-System Pharmacy, 79(14), 1180-1186. doi:10.1093/ajhp/zxac133. Retrieved from American Journal of Health-System Pharmacy.

Morisano, D., Hirsh, J. B., Peterson, J. B., Pihl, R. O., & Shore, B. M. (2010). Setting, elaborating, and reflecting on personal goals improves academic performance. Journal of Applied Psychology, 95(2), 255-264. https://doi.org/10.1037/a0018478

Ordonez, L. D., Schweitzer, M. E., Galinsky, A. D., & Bazerman, M. H. (2009). Goals gone wild: The systematic side effects of overprescribing goal setting. Academy of Management Perspectives, 23(1), 6-16. https://doi.org/10.5465/amp.2009.37007999

Rutledge, T. (2018). Beyond SMART: An Evidence-Based Formula for Goal Setting. Psychology Today. Retrieved from Psychology Today.