I see it all the time with new leaders. Note, I don’t say here young leaders, but new leaders. They are worried about one metric or the other and are trying to figure out what is wrong it. Or why it is off. They run report after report and pore over all the spreadsheets they can lay their hands on until they figure it out. They finally have it narrowed down to one Key Performance Indicator. One piece of data out of the thousands of minutiae that they have considered. They often then come to me with their triumph in tow, like a freshly stuffed animal back from the taxidermist ready to be hung on their cubicle wall. “Look what I’ve found! If we can just get this one metric moving in the right direction, we’ll be set! It will add X dollars to the topline or X dollars to the bottom line. What do you think?”
In these situations I usually have a couple thoughts or comments. Generally I will let the leader move forward with whatever their plan is and have them report back to me. If the results are good, then we may have found something important that can then be shared within the organization. If the results are poor, then it comes back to one thing: Don’t get so focused on the measurables that you forget to count the things that can’t be counted. The talent of the people on your team, the messaging you used to deliver the new idea, the execution of the new idea, the timing of the new idea, the mindset of your team, etc. Running a business or a team has just as much or more to do with the people you hire and how you influence their state of mind, as it does with the metrics you use to run it. Never, ever forget to count that which can’t be measured.