Why traditional goal-setting falls flat—and how to create goals that inspire real growth and success.

For the first decade of my career, professional goals felt arbitrary. They were tasks on a list. These were things I was supposed to finish. But, I never felt truly motivated to achieve them.

The process was always the same. My manager would outline the team’s targets. They would set my individual goals to align with those targets. Then, they would send me on my way. But were these goals really mine? I wouldn’t have come up with them on my own. They didn’t excite me or inspire me to push myself.

One year, I expressed interest in earning a certification to help my career. Instead of encouragement, my manager responded with hesitation: “What would people think if you got that? They might assume you want to leave.” That stuck with me. It reinforced the idea that these goals weren’t about me—they were about the company. And if my aspirations didn’t align with company expectations, they weren’t worth pursuing. So, I stopped having these conversations altogether. Unsurprisingly, I rarely achieved the goals I was given.

The Manager Who Changed Everything

Everything changed when I joined a new company, eager to prove myself. When my new manager sat me down to discuss goals, I braced for the usual script. I expected that they would list what the team needed from me. Instead, they asked me something unexpected: “What do you want to achieve in the next year?”

I was stunned. No one had ever asked me that before.

I thought about it for a moment and then blurted out an ambitious answer: “I want to get a promotion.”

I expected pushback or skepticism, but instead, my manager smiled. “A promotion will not happen right away,” they said. “Develop skills that help the company succeed, and you’ll position yourself for a promotion in the future.”

From there, we looked at the company’s goals together, but this time, the conversation felt different. Instead of feeling like I was being assigned tasks, I was actively engaged in shaping my objectives. One of my goals became: “Study an engineering standard to build a calculator that improves team productivity and reduces errors.”

This wasn’t just about hitting a number. It was about learning something new. It involved creating something useful and contributing to the success of my team. And for the first time, I felt genuinely motivated to achieve my goals. Not because I had to, but because I wanted to.

The Key to Motivation: Connect Professional and Personal Goals

Years later, I came across Daniel Pink’s book Drive, and everything clicked. Pink argues that traditional motivation models—basic needs and carrot-and-stick incentives—are outdated. Instead, modern motivation comes from three key elements:

– Autonomy: The ability to choose our own path.

– Mastery: The pursuit of skill and excellence.

– Purpose: Doing work that matters.

Looking back, I realized that my manager had unknowingly applied these principles:

– They gave me autonomy by starting with my personal goals.

– They encouraged mastery by challenging me to develop new skills.

– They tied my work to purpose —helping my team succeed.

This approach made me more invested in my work than I had ever been before. I wasn’t just checking boxes anymore—I was growing, improving, and contributing in meaningful ways.

How I Apply This as a Manager

Now, when I manage people, I take a different approach to goal-setting:

1. Start with Them

Instead of dictating goals, I ask my team members to envision their future. Where do they see themselves in five years? What skills do they want to develop? Are there certifications they want to earn? This can be a challenging exercise, so I revisit it multiple times over different one-on-one meetings.

2. Bridge the Gap

Once they have a vision for their career, we shift back to the commercial realities of the business. I ask, “How can we take those skills and certifications to help the team succeed?” By guiding them to make these connections themselves, they see how their professional growth aligns with the company’s needs.

3. Write It Down

Now, their professional goals serve both the company and their personal vision. Formalize them in a SMART format. Goals should be Specific, Measurable, Achievable, Realistic and Timed. This way, the success criteria are objective and can be reviewed at the end of the period.

They choose how to achieve these goals (autonomy). They develop new skills (mastery). They see how their work makes a difference (purpose).

It Works

Since adopting this approach, I’ve seen a transformation—not just in myself, but in my team. When people see how their professional growth aligns with their personal aspirations, they engage at a whole new level. They’re no longer just going through the motions; they’re invested, motivated, and driven to succeed.

How do you keep your team motivated? Share your thoughts in the comments!