How Do You Think of Metrics?

Earlier today I was recording a podcast with a guest and had my own aha moment. When I reflect on my consulting/coaching practice, I think of infrastructure design and of personal development of employees. I assist individuals, teams, companies, and organizations as a whole to BE their best. I’ve always shied away from metrics.  

In a conversation with my guest Belinda DiGiambatista I had a powerful reframe. It got me wondering how many of you, like me, were stuck in a rigid definition of the term metrics. 

My work focuses largely on the human aspects of management. I’ve always thought of metrics as related to financial information: P&L, expenditures, the purview of accountants and financial analysts, etc. 

As I commented on my practice being one of avoiding numbers, Belinda helped me to rethink how I work. While sharing that I work with strategy, culture, structure and people, she helped me reframe metrics as the purpose or goal the person, group, or company is focusing on.  

I was then reminded of a very old visual I used to make the point of everyone rowing in different directions versus all rowing in the same direction. Strategy, vision, and mission must be aligned for an organization to function well. All employees need to know what those dimensions stand for as it relates to the whole company but also–and perhaps equally as important–how they fit into their specific role and into the complex whole. You have to go slow to go fast. You must stick to your value proposition and what the company stands for. 

All too often I’ll see gizmos on employees’ desks touting the company’s mission or values. In conversation I often hear something 180 degrees different. Workers are not stupid. They want to see, hear and feel congruency between actions and words. 

I was reminded of this leaked video of the CEO of MillerKnoll berating her employees during a Zoom call. 

The meeting starts off well enough: the CEO acknowledges her employees' concerns about their rescinded employee bonuses. Great! She then reminds her employees of what their team’s focus should be. Ok, good!  But then things go wrong, as she mocks and berates her employees for inquiring after their bonuses–on a company wide Zoom call. Eek! 

Judging from how many people shared this video on social media, this CEO did some real damage. This CEO has eroded her own employees’ faith in corporate goals, and she has likely made employees of other companies feel the same about corporate culture.  

Millions of dollars are spent on cards and desktop reminders every year while many managers are acting out their company frustrations. Companies need to build trust-inducing work systems. Can you imagine what corporate America could be like if that was the goal? 

What is your company like? Are you willing to bring up the subject of aligning company values, mission and vision with your management? I invite you to share so we might all learn from your experience.