When Cobras Meet Engagement Surveys: A Lesson from Goodhart’s Law

There’s an old story from British India that illustrates a timeless truth about measurement.

The colonial government, worried about the number of venomous cobras in Delhi, offered a bounty for every dead cobra handed in. The plan seemed smart – reduce the cobra population by incentivising their removal.

At first, it worked. But before long, people began breeding cobras simply so they could kill them and claim the reward. Eventually, the authorities scrapped the bounty program. Cobra breeders, now with no reason to keep their snakes, released them. The result? Even more cobras than before.

Cobras, bounties, and employee surveys – what could they possibly have in common? As it turns out, quite a lot!

This tale gave rise to a perfect illustration of Goodhart’s Law:

“When a measure becomes a target, it ceases to be a good measure.”

Employee engagement surveys are a powerful tool. They give leaders insight into how their people feel, what’s working, and where improvements are needed. But they can also fall into the same trap as the cobra bounty if used incorrectly.

Here’s how:

• When scores become the goal: If leaders chase a target number, the survey stops being a tool for listening and starts being about optics.
• When managers game the system: Some may focus only on superficial fixes – quick wins that boost numbers without addressing deeper issues.
• When employees feel pressured: If staff are nudged to “give good ratings,” the results are skewed, and the survey loses its purpose.

In other words, more points on the board doesn’t necessarily mean progress, just as counting cobra carcasses didn’t necessarily mean fewer cobras. It is important that managers steer clear of treating numbers as the goal, and focus on the insights employees are giving about their experiences.

Using surveys the right way

The real value of engagement surveys isn’t the number. It’s the conversation the data sparks.

When used properly, they help leaders:

• Understand employee sentiment in real time.
• Identify areas for long-term improvement.
• Build trust by acting on feedback.
• Track progress over time, not just in one “snapshot” moment.

Our approach

At The Survey Initiative, we design surveys to avoid the cobra trap. We help organisations use engagement data as a springboard for action, not as a vanity metric.

That means:

• Encouraging honest, anonymous participation.
• Providing insights that focus on why people respond the way they do, not just the scores.
• Supporting managers and leaders with clear next steps to turn feedback into meaningful change.

Final thought

Goodhart’s Law reminds us that when numbers become the target, they lose their value. Engagement surveys should never be about chasing a score. They should be about listening, learning and acting – so that the measures reflect genuine improvement in the employee experience.

After all, the goal isn’t to breed more “dead cobras.” The goal is to build a workplace where people feel heard, valued, and motivated to do their best work.

Ready to move beyond the numbers?

If you want surveys that drive genuine engagement – not just higher scores – we’d love to help. Contact us today to learn how our tailored approach can spark meaningful change in your organisation.