What’s measured is managed.
I can not tell you how many times I have heard this saying, and I have to say, there is truth behind these words. Working towards a goal can be meaningless without some gauge of progress and results. However, when I first heard it used, this phrase left a negative feeling in it’s wake with myself and those around me. And this is a great example of using a phrase for the wrong reason.
a phrase USED WRONG
Having experienced several mergers and from both sides of the table, I can assure you that even at their best they are a stressful time for all involved. If you are on the acquiring side you have concerns of integrating your team and of retaining the talent that you hope will stay on as a part of your new combined force. And on the other side, members are faced with the insecurity of new ownership, new leaders and new policies that they struggle to get to know and follow.
It was during one of these mergers that this phrase started to be used frequently by what was now my new leadership team. Each time a new program was rolled out it came with the phrase, ‘what’s measured is managed’ and in would follow the expected metrics.
This in and of itself was not so bad as measurement of a new program or initiative. Unfortunately, the leadership took this one step further through what could be their own misunderstanding of what should be measured and who should be managed. For our group, measurement of a program became the only basis for measuring the value of employees. Those who were solid performers in key areas or highly enjoyed by our customers many times did not ‘measure’ up on the new program, and this measurement was reflected on their total value as an employee.
This in actuality would be alright if every aspect of everything that an employee does could have a fair assessment that would weigh in to create a true total value. As this is typically not attainable, especially in service roles where customer appreciation is hard to place a score on, a clear separation is needed as to what to measure, what to manage, and who to inspire. To that end I have broken down my rule of separation below; measure results; manage tasks; and inspire people.
measure RESULTS
It is very true that what is measured will be managed. It is the same reason that many of us wear a fitness bracelet so that we can easily gauge how we are doing. We can use this as a universal example of what to measure and manage. If your bracelet tells you that you are short today by 2,000 steps, what are you going to do? Well for most of us, that would trigger us to get up and start walking around.
You would not base your total fitness value on one reading, nor would you apply this to the value you bring in other areas of your life. Well maybe on a bad ‘bring yourself down’ day you might. But you should not. Measuring your results should be used as a base and a judge of your success in the area of measurement only. Once you know your success or challenges, based on how you measure, you can move on to determine how to manage the tasks that will create or impede your results.
manage TASKS
Now, let’s say you notice that you are consistently short 2,000 steps. Thanks to the measured results, you know exactly what your shortfall is and you can work on a plan to close the gap. First you will want to know why you are short daily or what the road blocks are to your success. Perhaps it is a timing and scheduling issue: not enough time to get a walk in. Maybe you are making choices that are short cuts without realizing the implications on your total steps for the day.
Whatever the block is, you can now start to manage your day to achieve for goal. For extra steps, you may park at the far end of the lot to force a longer trek into the building. If it works for you, perhaps set a timer to take a walk around the office every hour. Maybe use the restroom or water cooler that is farthest away. However you choose to make changes you are managing the daily tasks that can affect the results you measure.
Apply this to your team as well. Shift your focus from managing the person, to helping them manage the tasks that get in the way of achieving the results you are measuring together. From this approach, employees feel less defensive and more open to conversation, and even advice, about how to remove their obstacles and achieve greater results.
inspire PEOPLE
This can be the hardest part, inspiring people. There is no secret formula for this one. Though the most empowering advice I have seen simply says to get to know what your team really cares about, show how your cause is in line with their values, and they will find the inspiration they need from within.
If your focus with your team is on the measurement or even on the management, they will have no desire, no inspiration to perform. Performance for performance sake is not motivating. Unfortunately as managers we tend to see the measured results and work back to manage the cause. This leaves us always chasing the solution.
Back to your activity goal for the day. No one can make you walk those extra 2,000 steps. Not until you believe that the benefit you see from the extra steps outweighs the work you put into them, will you work to manage the tasks that will make your measured results happen.
So in this way, we need to start with the end. The inspiration drives the desire, which enacts managing a plan, which produces the measured results. With that in mind I have a new saying to start using with my team…
What’s inspired is managed immeasurably!
Thank you for joining me today for another step in our journey. If you found this inspiring, please let me know with a comment or a ‘like’. And for the rest of your network, feel free to ‘share’.
Andy Vargo is a motivational speaker, life coach and comedian who challenges you to ‘Own Your Awkward’. He is the author of the Awkward Journal series, host of the podcast, Own Your Awkward, and shares thoughts and ideas in his blog and video series available at awkwardcareer.com.
Originally published on LinkedIn