Let me tell you a recurring nightmare sales managers have. It’s December 15th, and some sales rep is sitting across from them explaining why they’re at 63% of target. First time hearing there’s an issue? December freaking 15th.
Listen up, colleagues. No sales leader wants surprise failures at year-end. None. Zero.
Your targets not SMART? Say something NOW, not when the year’s toast.
What the hell is SMART anyway?
For the two people who missed this day in Sales 101:
Specific: “Grow revenue” isn’t specific. “Add 12 new enterprise logos worth $50k+” is.
Measurable: If we can’t measure it, we can’t manage it.
Achievable: Moonshots are cute, but we need gravity-based targets too.
Realistic and Relevant: Does this target actually move the needle for the business?
Time-bound: “Whenever” is not a deadline. Q2 is.
But my boss hates being challenged!
Cool story. Here’s another one: My mortgage company hates when I don’t pay them.
Look, if your manager melts down when you bring up legitimate concerns about achievability, you’ve got two problems:
1. Unrealistic targets
2. The wrong boss
Which is like saying you have two flat tires while driving on a cliff edge. Neither situation ends well.
Have the conversation like an adult
Don’t whine. Come prepared:
- “Based on current pipeline, I’m tracking to 70% of target”
- “Here’s what I think is realistic given market conditions”
- “Here’s my plan to close the gap as much as possible”
This approach separates the pros from the “pray and hope” crowd.
The Hard Truth
If raising legitimate concerns about SMART targets gets you labeled as “not a team player” or “negative”…
…then congratulations, you’ve discovered valuable information about your company’s culture.
Use this information wisely when updating your LinkedIn profile.
Remember: Good leaders want to know when the ship is taking on water BEFORE we’re underwater.
