I remember a particular job interview for a sales position where the sales manager asked about my goals—career goals, life goals, financial goals. I knew exactly what he wanted to hear: income targets, promotions, growth, cars, a house. The standard answers. The internal debate was simple: tell him what he wanted to hear to get the job (a timeless interview strategy), or be honest and risk eliminating myself from contention. The truth was uncomfortable—I didn’t really have goals. I never had, and I never felt especially drawn to them. It wasn’t rebellion or lack of ambition; I just never found them particularly useful. My life felt full of experiences already, rich enough to write a short novel, and goals often felt like distractions from what was happening right in front of me. Ironically, when I did decide to embrace goals and take them seriously, success seemed fleeting. When I ignored them, success often arrived naturally. I don’t believe I’m unique, but I’ve always had a complicated, love-hate relationship with goals that’s difficult to explain.
That said, sales is my profession, and you cannot have meaningful conversations in this field without speaking the language of goals. Despite my personal ambivalence, I’ve come to respect their value. Goals help us envision success, measure progress, and quantify potential. It’s nearly impossible to manage yourself—or others—without them. Goals and KPIs create structure and discipline, and discipline is non-negotiable for sustained success in sales. Where things tend to break down is when attachment to the outcome becomes so rigid that it overshadows the purpose. The goal is not the finish line itself, but the process required to reach it. Interestingly enough, I did get hired for that role—even after my honest confession—and I went on to more than double my first-year sales goal. That experience reshaped my perspective. Goals weren’t the enemy; misuse of goals was. Here are five lessons I learned about goals that may help you rethink your own relationship with them.
- Goals are directional, not emotional – Goals should point you in the right direction, not define your self-worth. When emotion becomes attached to outcomes, progress often stalls.
- Process outperforms obsession – Focusing relentlessly on the result can create pressure and hesitation. Focusing on daily behaviors creates momentum and consistency.
- Goals work best when they remain flexible – Rigid goals can break under changing conditions. Strong goals adapt without losing intent.
- Discipline matters more than desire – Wanting success is common. Building routines that support it is rare—and far more effective.
- Goals should support life, not replace it – When goals enhance your engagement, energy, and growth, they work. When they pull you away from purpose, they need recalibration.
