Your measurements communicate what matters. And no matter how much you believe in the values you state, misaligned metrics will relentlessly scream others.
A business call center may value quality customer service. But when management only measures wait time and call durations, efficiency is the only value heard by employees.
“Transparency” may be the value stated in a church’s small group program. But when weekly group attendance is the only data captured, “size” is the value heard by group leaders.
Metrics communicate so strongly because they provide the clearest and most verifiable indicators of job performance. And so as long as people are concerned with your opinion of them, they will always serve metrics over values.
Write down the things that truly matter to the success and health of your organization. Next, write the things you measure on a regular basis. Where do these lists align? Where do they disagree? Now develop metrics for the things that matter most and watch your team start pursuing them more than ever.
[Many times, the things that matter are difficult to quantify. If you’d ever like some ideas for developing valuable metrics in your organization, I’d love to connect!]