SMART Goals Are Stupid

Note from Yann: ?? Hey there, I’m Yann A?tBachir ! Each week, I share practical tips to help you level up your career.

In today’s article, the 22nd in the series, I’m diving into why the S.M.A.R.T. goal framework isn’t as effective as it seems—and what you should focus on instead.

I’d love to hear your thoughts in the comments! ??

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If I had a penny for every time someone told me about SMART goals, I’d have a retirement fund.

But are they really that smart? (I've written my opinion in the title.)

What makes a team different from just a bunch of people? It's the shared drive toward a common goal. ??

In every team I’ve been a part of, one thing is crystal clear: setting goals is non-negotiable if you want to be effective.

But if you’ve ever struggled to set, maintain, or actually achieve your goals, you’re likely falling into one of the many traps of goal-setting. And let me tell you, the S.M.A.R.T. goal framework is often the biggest culprit.

The S.M.A.R.T. Goal Trap

Ah, yes. S.M.A.R.T. goals.

Specific, Measurable, Achievable, Relevant, and Time-bound.

It sounds good in theory, but this framework is over 40 years old.

And in practice? It’s not always the game-changer it’s made out to be.

We’ve all been there—sitting in a meeting with a blank document open, the words ‘S.M.A.R.T. Goal’ staring at you, while your manager insists that your objectives aren’t ‘specific’ enough.

An hour later, you’re left with a goal that sounds like it came out of a legal document, and you’re still not sure what you’re supposed to do next.

The truth is, S.M.A.R.T. goals is an exercise in creative writing.

You spend more time wordsmithing than actually working towards the goal!

Instead of driving meaningful progress aligned with your company’s objectives, you’re caught in a loop of "is this goal specific enough?" or "is it achievable?"

Before you know it, your organization has already shifted direction, and you’re stuck rewriting your goals—again.

It’s a time sink. ?

Let’s simplify: focus on two things.

1. Can you measure it? (The Metric)
2. When does it need to be done? (The Timeline)

That’s it.

The other stuff—Specific, Achievable, and Relevant? That’s covered by the very nature of your role, your company, and your boss.

Stop overthinking it. ????

The Metric

Here’s another trap: creating a metric while you’re setting your goals.

It’s like being handed a brand-new board game with no rules—you’re making it up as you go along, and nobody’s sure how to win.

The result? Metrics that look great on paper but mean nothing when it comes to tracking actual progress.

A good metric already exists.

It’s something your team or company has been tracking.

It has history, and most importantly, it tells a story over time.

When you have that history, the trend becomes more valuable than the number itself. Without that historical context, how will you know if your work is actually moving the needle?

Metrics don’t have to be perfect either. Get creative! Use proxies.

If you can’t measure code quality, use the number of bugs.

Can’t directly track code efficiency? Check your cloud spend.

Even surveys can give you a decent snapshot of progress.

The key is to avoid inventing new metrics that won’t stand the test of time or provide a meaningful benchmark.

The Timeline

Let’s talk timelines.

When you set a goal, don’t just throw a deadline into the distant future and call it good.

Instead, be strategic about it. ???

If it’s a yearly goal, plan to wrap things up by the start of Q4.

This gives you a secret cushion so that if things slip, you still have breathing room.

You better be late at deliver, than not delivering at all.

Break that timeline into milestones. Why? Because milestones do two magical things:

1. They keep you on track.
2. They give you opportunities to celebrate wins along the way. ??

How do you create milestones? Start with your end goal and work backward.

It may feel like reverse engineering, but it works. ???♀?

Map out the steps, set dates for each, and voila—you’ve got a roadmap to success.

And here’s another pro tip: frontload your work.

Pack as much action into Q1 and Q2 as possible. Leave Q4 as your buffer zone.

Let’s be honest, by the end of the year, something unexpected will come up (thanks, boss!), and you’ll be glad you gave yourself that wiggle room.

By focusing on simple, actionable timelines, you’ll go from a goal-setting rookie to a planning pro in no time! ????

SMART goals may have had their day, but they’re not always the best tool in your leadership toolbox.

By focusing on metrics you can measure and timelines you can manage, you’ll spend less time in the goal-setting weeds and more time actually getting things done.

So, ditch the endless wordsmithing and metric forging and embrace a simpler approach.

Your team—and your future self—will thank you. ??

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