In many organizations, goal setting has become an empty ritual—a box to check off rather than a catalyst for growth. Too many managers, with good intentions, believe they are reducing employee stress by setting easy, comfortable goals. But instead of protecting employees, they are inadvertently stalling careers and dampening motivation.
A Leadership IQ study found that only 14% of employees believe their goals will help them achieve great things. That’s a sobering statistic because goals should serve as springboards for career growth, yet for most employees, they feel more like anchors. And the problem runs deeper than just uninspired objectives—many employees are simply copying and pasting last year’s goals because they recognize that their goals don’t actually matter.
The High Cost of Weak Goals
Weak goals don’t just hinder individual employees; they weaken entire organizations. Here’s what the data reveals: Employees with challenging goals are 34% more likely to love their jobs. The most respected leaders aren’t the ones who make work easy; they’re the ones who push their teams to grow. Only 20% of employees believe their current goals will actually advance their careers.
When employees aren’t given meaningful challenges, they disengage. They coast. They stop striving for more. And over time, they become what we might call the “walking dead” of the workplace—physically present, but mentally checked out.
The Myth of Stress-Free Success
Many managers worry that setting tough goals will stress employees out, leading to burnout. But the truth is, the right kind of challenge is invigorating. One of Leadership IQ’s studies, “Are SMART Goals Dumb?,” found that when employees have HARD Goals—goals that are Heartfelt, Animated, Required, and Difficult—they are significantly more engaged and motivated.
Contrast that with uninspiring, vague, or recycled goals that fail to connect with an employee’s personal aspirations. If a goal doesn’t challenge an employee’s thinking, if it doesn’t make them visualize success, if it isn’t something they feel emotionally tied to, then it’s not doing its job.
HARD Goals: The Fix for Stagnation
The antidote to weak goal setting isn’t just making goals harder for the sake of it—it’s making them more meaningful and personally compelling. Here’s how HARD Goals work:
- Heartfelt – Employees must feel emotionally connected to their goals. Ask: Why does this goal matter to you?
- Animated – Employees should be able to vividly picture the goal’s success. If you can’t see it, you can’t achieve it.
- Required – The goal must feel urgent and necessary, not something that can be pushed to next quarter.
- Difficult – Growth happens at the edge of comfort. If a goal is too easy, it won’t inspire effort or learning.
What Leaders Should Say (and Not Say) When Setting Goals
Managers often make subtle yet damaging mistakes when setting goals. Here are a few corrections:
- Don’t say: “Let’s just keep doing what we did last year.” Do say: “What would make this year your best year yet?”
- Don’t say: “Let’s set something realistic and achievable.” Do say: “Let’s push for something bold and exciting.”
- Don’t say: “We’ll just check in at the end of the quarter.” Do say: “Let’s meet regularly to refine and reinforce progress.”
Visualizing Success
One of the most powerful techniques to ensure goal achievement is visualization. Research shows that employees who use visuals to describe their goals are 52% more likely to love their jobs. When an employee can clearly picture themselves reaching a goal, their brain starts to work toward making it a reality.
Ask employees to describe, in detail, what success looks like. Encourage them to use pictures, diagrams, or even a simple written narrative. This isn’t just a feel-good exercise—it wires the brain for action.
Aligning Goals with Career Advancement
One of the biggest frustrations employees experience is the disconnect between their goals and their career growth. Many employees feel like they’re treading water, hitting their objectives but going nowhere. That’s because their goals are transactional, not transformational.
Leaders should ask employees: How will achieving this goal move you forward in your career? If the answer isn’t clear, then the goal needs to be adjusted.
Holding Managers Accountable for Goal-Setting
It’s not enough to train employees on setting better goals—leaders themselves need to be held accountable. Here’s how organizations can ensure managers aren’t just handing out busywork goals.
First, measure goal effectiveness. Survey employees about whether their goals are inspiring and growth-oriented. Second, train managers on HARD Goals (or something similar). Teach leaders how to craft goals that challenge and excite. Third, review and refine goals quarterly. Ensure that goals remain relevant and ambitious. Fourth, recognize leaders who push for growth. Celebrate managers who set high-impact goals for their teams.
The Bottom Line
If you’re setting goals just to check a box, you’re not helping employees—you’re holding them back. The right goals don’t just improve performance; they transform careers and organizations. And it all starts with leaders who have the courage to challenge their teams to dream bigger, push harder, and achieve more.
So, as you look at your team’s goals, ask yourself: Are we setting goals that inspire greatness, or are we just filling out forms? The answer to that question may determine not only the success of your employees but the future of your company as well.