- [ ] toRead the game of work by charles coonradt ## can’t manage what you don’t measure - clearly define what the *objective* is - clearly define what *success* looks like - ask questions to *identify inputs* (brainstorm everything you can think of) - narrow it down to 3-5 per person or initiative - identify the metrics that *answer* those questions - co-create agreed upon *benchmarks* ### the people side of changes >a business that does not track metrics creates a safe haven for poor processes, poor clients, and poor contributors **people appreciate knowing what success in their role looks like** >…those who keep the score, whether they are winning or losing, win more over the long run. > >charles coonradt, [[game of work book]] >when performance is measured, performance improves. when performance is measured and reported back, the rate of improvement accelerates. > >thomas monson in an office, studies have shown that a high performer can increase the performance of coworkers who sit within 25 feet of them… but *poor performers* impact the entire floor. e.g: | key questions | related metrics | | ------------------------------------------------------ | ------------------------------------------ | | are we meeting overall profitability and growth goals? | net income / revenue<br>target vs. actuals | https://www.grow.com **what are you avoiding? what’s the one question that would change everything?**