How to Set Effective Goals: The Dead Person Metaphor Explained

Setting goals is a fundamental part of professional growth, leadership, and personal development. Yet, a surprising number of these objectives fail a simple, slightly morbid test: The Dead Person Test.

The premise is straightforward: If a dead person can achieve the goal, the goal is not good enough.

The Problem with "Stopping"

When asked to define an objective, the default response is often framed in the negative. It usually sounds like this:

• "The goal is to stop eating bad food."

• "The goal is to stop interrupting people in meetings."

• "The goal is to stop being so angry."

• "The goal is to stop bragging about accomplishments."

On the surface, these sound like reasonable improvements. However, under the scrutiny of the Dead Person Test, they collapse. A corpse can also stop eating bad food. A statue can sit through a meeting without interrupting. A deceased person never brags and never gets angry.

If the target behavior requires doing absolutely nothing, it is not a goal; it is a state of passivity. These "negative goals" only define what is not wanted, leaving a void where a new behavior should be. They lack a "North Star" to guide action.

Flipping the Script: The "Instead" Question

To transform a passive, negative goal into an active, positive one, a specific question must be asked: "What should happen instead?"

This inquiry forces the definition of a positive behavior. It shifts the focus from avoiding a negative to pursuing a positive.

• Negative: "Stop interrupting people."

  • The Dead Person Test: Failed. (A dead person doesn't interrupt).

• Positive: "Listen more patiently during discussions."

• The Dead Person Test: Passed. (A dead person cannot listen patiently; this requires active effort).

Leading Toward Better Objectives

In leadership and coaching contexts, recognizing "dead person goals" is a critical skill. When a team member or peer articulates a desire to "stop" doing something, they are only halfway there. The intention is good, but the direction is missing.

By listening deeply and prompting for the replacement behavior—asking "What do you want to do instead?"—the conversation shifts from avoidance to growth. This approach helps define a clear destination (Point B) to move toward from the current state (Point A), rather than simply listing things to avoid.

Effective goals require life, action, and effort. If a statue can do it, it’s time to set a new goal.