As executive coach I often ask my clients going through a career transition what is their ambition or vision at 2-3 years. Almost all of them reply with specific goals: landing into a new role, more money, or improved work conditions like less commute.

When I ask why these goals matter to them, they often have difficulties at first to answer. The quiet often signals uncertainty about purpose, the “why,” not just specific objectives.

I see this pattern with leaders’ goals set in January and often dropped down by March. Leaders focus on sales growth, change projects completion rate or profitability increases by X% instead of explaining why those outcomes matter to customers or the company strategy.

These leaders feel compelled to set up concrete and measurable goals. In their periodic goal setting procedure, organisations often enforce SMART goals and Objectives Key Results (OKRs). They are easy to check and incorporate into a standardised performance process.

Throughout my 37 years’ career as CFO and executive I repeatedly saw goals becoming obligations instead of sources of energy without a deeper purpose to ground them.

Simon Senek’s Golden Circle

What was often missing was the real connection with purpose, the “Why” that Simon Senek’s Gokden Circle. Here’s my recommended approach:

1. Start with your belief and purpose – the “Why”. Find what drives you at a deeper level.
2. Connect the Why with your values in action – the “How” or the principles guide your decisions.
3. Then specify the outcomes you are working toward – your goals and plans or the “What.”

Following this order, with “why” first, goals become grounded in something meaningful.

Meaningful purpose

Let me give you an example: my objective for 2026 is to develop a portfolio career combining executive coaching, strategic advisory work, and non-executive director roles. It took me some reflection to find my meaningful purpose.

I realised that throughout my career I excelled and found great motivation at developing sustainable value for organisations through forming long-term collaboration and leading lasting change. Throughout my recent coaching experience, I also noticed that my focus was on helping my clients developing new problem-solving solutions that continue after coaching ends. That differentiates me from other coaches

Therefore, my purpose for 2026 is to connect with CEOs and leaders who relate to my experience and values, and build partnerships that support their individual or organisation’s growth over time.

Your take-away

Before you finalise your 2026 goals, take a moment to ask yourself “Why does this matter to me?”

If the answer doesn’t energise you, the goal won’t survive March.

What’s the “why” behind your goals this year? 

✍️ Bruno Vinel – Executive Coach | Strategic Advisory | Former CFO | Supporting leaders through major transitions