A couple of weeks ago, I was having coffee in my kitchen and browsing Substack when I came across a note from Courtney Cunningham, where she declared that she was done with the so-called SMART goals.

SMART, as you probably know, is an acronym that stands for Specific, Measurable, Actionable, Relevant, and Time-bound — a framework for structuring professional and personal goals. If you’re in a leadership position and responsible for helping others achieve their aspirations or close knowledge or behavioral gaps, chances are you’ve heard of SMART goals.

Courtney wrote: “I’m done with SMART goals. I do HEART goals.”

She went on to explain that HEART is also an acronym — for Honest, Energizing, Aligned, Realistic, and Transformative.

I had to pause and read the post aloud to my wife, who was sitting across from me. I told her that in all my years as a manager and leader of software engineers, I had never read something about personal growth and improvement that struck me as so simple yet profound. It felt like a genuine game changer — I knew I would never see SMART goals the same way again.

Compared to HEART goals, SMART goals feel impersonal, focused strictly on measurable output rather than meaningful transformation. A SMART goal may drive results, but it doesn’t necessarily align with who you want to be — only who you think you need to be. Even when a SMART goal feels aligned, is it truly energizing and transformative?

I’ve been reflecting on this for the last two weeks as the year draws to a close and I begin reviewing my team’s goals (and my own). I already have a SMART goal in place for the final quarter, but I wanted to see what a HEART goal would look like for me. Here’s what I came up with:

“To lead and cultivate a team of autonomous, creative, and purpose-driven engineers who tackle complex challenges with grit and collaboration, building transformative software that advances both human potential and our planet’s well-being.”

The first thing that stands out is what’s missing: the measurable aspect we’re taught to prioritize as managers — that clear indicator of progress or success. Without it, how does one measure the success of a HEART goal?

After doing some research, here’s what I found: HEART goals emphasize purpose and transformation over strict metrics, but that doesn’t mean progress can’t be tracked or felt. The key is shifting your focus from measurement to momentum, from output to outcome.

To determine whether to continue pursuing a HEART goal, periodically ask yourself:

• Do I still feel energized and inspired when working toward this goal?
• Is this goal still aligned with what truly matters to me?
• What feels different about me this quarter (or whatever cadence I use)?
• Does this still feel right?

If you answer yes to these questions, that’s a good sign you’re on the right track. But if you find yourself answering no, it may be time to pause, reassess, or realign your goal.

So, back to my goal. Here’s why I landed on this one.

Honest

Ever since I became a manager — and later a leader — I’ve aspired to create environments where talented, self-driven engineers can thrive. I want to build teams that are bold enough to tackle complex challenges and humble enough to collaborate deeply. My success, in turn, is measured by how empowered, inspired, and self-directed my team becomes. Unus pro omnibus, omnes pro uno (“One for all, and all for one”). I’ve made a lot of progress in this area through how I hire and manage, but the road, as they say, goes ever on.

Energizing

I’m most alive when I’m surrounded by curious, imaginative engineers who build solutions that make a tangible difference — for people, for communities, and for the planet. My goal has always been to foster an environment where experimentation, purpose, and shared values fuel our work, not just deadlines or deliverables. It’s no accident that I often share this HBR article on Building a Culture of Experimentation with anyone willing to listen. This topic is probably the main reason I still show up to work every day.

Aligned

This goal aligns directly with my personal value of delivering transformative, open-source software that advances human potential. The fact that it also fits my employer’s culture of openness, collaboration, and trust makes it even more meaningful — a true win-win.

Realistic

For the past 12 years, I’ve focused on developing leadership behaviors that model creativity and trust — mentoring team leads to operate with autonomy and encouraging collective ownership of success. I remind my teammates to own their careers, and I strive not to be the bottleneck for their progress.

What’s next? I think it’s time to find opportunities — inside or outside the company — to champion projects that combine engineering excellence with social or environmental value. Doing so may mean expanding my network and collaborating with teams that share the same mission and values.

Transformative

Ah, the best part of the goal! By deliberately pursuing this path, I’ll help build not just high-performing teams but resilient, purpose-driven communities of engineers — people who see their work as both craft and contribution. This transformation will position our organization as a hub for meaningful, innovative software that uplifts humanity while pushing our technical edge.

It will also help me answer the four HEART questions with four solid “yeses.”

Now, the real fun begins.

Photo by Kelly Sikkema on Unsplash