Aim High And SMART
How stretching yourself attracts opportunity
Most people have heard of SMART goals: objectives that are specific, measurable, achievable, realistic, and timely.
Despite this, I’m still surprised by how vague many goals turn out to be. Too often, they read like job descriptions or wishes rather than commitments and a quick exercise to complete before returning to the “real work.” Yet that is the real work of senior people: to think ahead, decide what will make a difference, and inspire others to deliver it.
Over the years, I’ve come to prefer C-SMART, where the C stands for Challenging. Personally, I call them audacious goals.
I first encountered this idea in my first C-suite role. The CEO set out a handful of objectives that made my eyes water. One involved raising a significant sum of funding, something I’d never done before. I could see its importance, so I set about figuring it out: spoke with banks, consultants, executives at other organisations, and retired CEOs. Piece by piece, a path emerged. In the end, we didn’t just meet the target, we smashed it. And when future funding rounds came up, I already knew the landscape.
That experience taught me something that’s stayed with me ever since: audacious goals make you grow. They stretch you. They force creativity, build resilience, and elevate both you and the organisation.
It’s often said that people stumble over rocks, not mountains. Yet when setting goals, many still aim low, especially when bonuses are tied to achievement. It’s human nature: why choose a hard target when an easy one guarantees cash?
I once had this conversation with my senior team. Most of their bonuses were linked to company performance, with only a small slice tied to personal objectives and barely a fraction of their salary. I told them they had a choice: set a low target and pocket a small, safe reward, or set one audacious goal that would stretch them and make them grow. Even if they missed it, the experience would be worth more in the long run. Trying ambitious things gets noticed not just by your manager but also by senior leadership. The promotion that follows, and the salary uplift that comes with it, will dwarf any modest bonus left behind. In short, setting audacious goals is an investment in yourself.
When negotiating goals, people tend to fall into two camps: the low-ballers and the high-ballers. I don’t waste time wrestling with the first group. I simply tell them this story, explain why meaningful goals matter, and watch what happens next. Patterns always emerge. The talented ones step up, and sometimes so far that I even have to soften their targets. Others stay where they are.
Audacious goals are vital, but they must still be SMART. The A (achievable) and the R (realistic) are there to protect you. Ambition is good; recklessness isn’t.
Aim high but aim smart.
Reflection: If you’re not willing to stretch yourself, don’t expect promotion to.