Thanks for sharing Alison!
Totally agree: “defining meaningful metrics that can/should inform decision making and that reflect actual performance rather than metrics that are static and potentially irrelevant to outcomes”
I’ve worked in startups where there is “one metric that matters.” The idea is that the single metric keeps the team’s focus.
In the exercise for the week, we tagged a metric to every role (in my group’s case, some roles had more than 1 metric.) My knee-jerk reaction is that it was too many metrics and it would be a pain to track.
Each role should have a ‘metric’ —this makes sense to me. What I can’t wrap my head around is how to keep metrics simple and focused so that ‘tracking metrics’ doesn’t become a full time role.