An old boss once told me that you get what you measure.
At the time, I was a young and inexperienced manager. My boss was trying to teach me the criticality of establishing performance metrics, standards of accountability, and the importance of diligent follow up.
Yes, yes, and yes. Each of those components are important. However, there was a big issue in the equation with my boss. His formula was rooted in a lack of trust. You see, he believed that employees would always try to game the system, dodge accountability, and were inherently lazy – except for superstars, of course.
Talk about a great learning lesson for me. To this day, that manager taught me some of the most valuable business and life lessons – about how NOT to lead.
When it comes to metrics, as an example, I would agree – you DO get what you measure.
Case in point #1:
Marshawn Lynch, running back for the Seattle Seahawks, is known for not wanting to speak to the media. He has his reasons; I don’t know what they are, and it doesn’t really matter. Point is this – the NFL repeatedly fined him for not showing up to media days. And those media days are particularly high visibility leading up to the Super Bowl. This year, the league said they’d fine Lynch $500,000 if he didn’t show up and talk to the media.
You get what you measure.
Lynch showed up on Tuesday, January 27, 2015, for his required 5 minutes with the media. In that 5 minutes, he stated “I’m here so I won’t get fined” – 29 times. Yup. He showed up. He talked to the media.
You get what you measure.
We see this in the businesses with whom we consult on a regular basis.
Case in point #2:
Traditional call centers are very metric driven. One of the more common metrics is call handle time (the length of time from when a call center agent picks up a call until when they hang up the call). In most traditional call centers, the lower the handle time, the better (more efficiency, lower head count needed to handle customer demand).
Here is the issue. These same call centers say they want to drive high levels of customer service. In as short of a call as possible. See the disconnect? In fact, when recording calls, they listen for the reps to say things like “is there anything else I can do for you?” – because that indicates customer centricity, right? Not when you say it like it is a requirement, as opposed to really engaging and CARING. You know what that sounds like, right? So, you have robotic calls, where the reps are trying to get off the phone as fast as they can. Wait – ready for the best part? The metrics are taken so seriously, that workers in these environments actually call each other, and then hang up the phone when it is answered!!!! Why? To drive down handle time of course!
You get what you measure.
What is the lesson for you, our business leader?
Metrics do matter – BUT – they are only one element in a healthy and robust system of management that exists within a healthy, productive company culture.
Want more detail on those other elements? See other eQ blogs on performance systems, system of management, culture, and winning teams.
