I used to work for one of the most metrics-obsessed companies I’ve ever known. There were KPIs for everything — and I truly believed in them.
And yes, goals and metrics can help you focus, grow, and deliver more value.
But there’s a catch.
As I learned (sometimes the hard way), it’s dangerously easy to lose yourself in measurement. Setting goals for the wrong things, or applying pressure to the wrong metrics, can actually do more harm than good.
Over the years, I’ve come to understand something that sounds paradoxical: if you want to set goals that help you grow, you need to be very careful about which goals you set.
Why Goals Can Backfire
At first, I thought: If we measure it, we can improve it. But I later realized that not everything that matters can be measured — and not everything you can measure actually matters.
And here’s the deeper problem: once a metric becomes a goal, it often loses its value as a true indicator.
This is known as Goodhart’s Law, named after economist Charles Goodhart:
“When a measure becomes a target, it ceases to be a good measure.”
Similarly, Campbell’s Law, coined by social psychologist Donald T. Campbell, warns:
“The more any quantitative social indicator is used for decision-making, the more subject it will be to corruption pressures and the more apt it will be to distort the processes it is intended to monitor.”
In other words, when we fixate on hitting a number — especially if rewards are involved — we tend to serve the number, not the purpose behind it.
I’ve seen this firsthand: teams chasing KPIs while neglecting quality, innovation, or ethics. It’s not always intentional. It’s just the natural consequence of poorly defined goals.
From Metrics to Meaning: What I Learned
One of the biggest lessons I’ve learned is this:
Don’t start by setting goals. Start by deciding what’s truly worth measuring.
Ask:
- What’s the real purpose behind this activity?
- What would success look like in practice — not just on paper?
- What behaviors do I want to encourage or discourage?
Only after clarifying the why should you define the what — and only then, the how much.
Three Types of Metrics That Help Keep Goals Healthy:
- Primary Metrics – The core measure of success (e.g., client satisfaction).
- Supporting Metrics – Additional data points that add context (e.g., response time).
- Balancing Metrics – Safeguards to avoid over-optimization (e.g., employee burnout rate).
This balance protects your system — and your people — from the “tyranny of the number.”
How to Set Realistic and Achievable Goals (Without Losing Purpose)
If you want to define goals that truly help you grow and perform, use these principles:
1. Be Specific, but Flexible
Vague goals like “be more productive” don’t help. Be clear about what you’re trying to achieve — but leave room to adjust based on what you learn along the way.
Example: Instead of “write more blog posts,” set “publish one 1,200-word article per week.”
2. Focus on Fewer, More Impactful Goals
Too many goals dilute your energy. Stick to 2–3 high-value goals per quarter, and give them your full attention.
Example: Improve delivery time by 20%, increase qualified leads by 15%, and reduce churn to under 5%.
3. Use SMART Criteria Wisely
- Specific
- Measurable
- Achievable
- Relevant
- Time-bound
SMART goals are a good filter — just remember: even a SMART goal can become dangerous if misaligned with purpose.
4. Review and Adjust Frequently
Goals aren’t meant to be static. Schedule monthly or quarterly reviews to:
- Reassess your metrics
- Look for unintended consequences
- Adjust scope or expectations if needed
5. Watch for the Incentive Trap
The moment you attach a reward or punishment to a goal, people (including you) will start optimizing for that — sometimes at the expense of quality or ethics.
Design incentives carefully. Better yet, focus on intrinsic motivation: purpose, autonomy, and mastery.
My Personal Turning Point
I used to believe in managing everything through numbers — until I saw how easily the system could become distorted.
In one project, we were so focused on reducing resolution time for support tickets that agents started closing tickets prematurely — just to meet the metric. Customer satisfaction dropped, and we lost trust.
From that point on, I started defining purpose before setting targets, and balancing main metrics with support metrics to avoid tunnel vision.
Today, I coach others to do the same — not just to avoid mistakes, but to build systems that actually work.
Final Thought
Goals are powerful. They create focus, direction, and urgency.
But goals without wisdom are dangerous.
You can hit the target — and still miss the point.
Start with purpose. Choose what to measure. Then set goals that serve your mission, not distract from it.