I can’t remember having a goal. An actual goal.
There are things I’ve wanted to do, but if I didn’t do them I’d be fine with that too. There are targets that would have been nice to hit, but if I didn’t hit them I wouldn’t look back and say I missed them.
I don’t aim for things that way.
I do things, I try things, I build things, I want to make progress, I want to make things better for me, my company, my family, my neighborhood, etc. But I’ve never set a goal. It’s just not how I approach things.
A goal is something that goes away when you hit it. Once you’ve reached it, it’s gone. You could always set another one, but I just don’t function in steps like that.
This is my exact approach, which can drive the more goal oriented people in your life a little bit nuts. Oliver Burkeman wrote about goals being potentially counter-productive in The Antidote, which is perhaps the book I’ve thought most about over the past year. An excerpt from the book about goals was published as a piece for Fast Company.
It turns out, however, that setting and then chasing after goals can often backfire in horrible ways. There is a good case to be made that many of us, and many of the organizations for which we work, would do better to spend less time on goalsetting, and, more generally, to focus with less intensity on planning for how we would like the future to turn out.
One illuminating example of the problem concerns the American automobile behemoth General Motors. The turn of the millennium found GM in a serious predicament, losing customers and profits to more nimble, primarily Japanese, competitors. As the Boston Globe reported, executives at GM’s headquarters in Detroit came up with a goal, crystallized in a number: 29. Twenty-nine, the company announced amid much media fanfare, was the percentage of the American car market that it would recapture, reasserting its old dominance. Twenty-nine was also the number displayed upon small gold lapel pins, worn by senior figures at GM to demonstrate their commitment to the plan. At corporate gatherings, and in internal GM documents, twenty-nine was the target drummed into everyone from salespeople to engineers to public-relations officers.
Yet the plan not only failed to work-it made things worse. Obsessed with winning back market share, GM spent its dwindling finances on money-off schemes and clever advertising, trying to lure drivers into purchasing its unpopular cars, rather than investing in the more speculative and open-ended-and thus more uncertain-research that might have resulted in more innovative and more popular vehicles.
Update: Forgot to add: For the longest time, I thought I was wrong to not have goals. Setting goals is the only way of achieving things, right? When I was criticizing my goalless approach to my therapist a few years ago, he looked at me and said, “It seems like you’ve done pretty well for yourself so far without worrying about goals. That’s just the way you are and it’s working for you. You don’t have to change.” That was a huge realization for me and it’s really helped me become more comfortable with my approach.