And more importantly, at least for us competitive types, is the fact that if we can’t measure the most important things then we can’t set clear, measurable goals for them. So, for example, I can’t set a goal of increasing my love for my wife Denise by 20% (though I’m sure I need to love her more).
Which leads to the shortcoming of the leadership maxim I examined in my last post “what gets measured is what gets done” – you can’t directly measure the most important things in life.
At SpringHill this is the dilemma we face when we want to know if we’re effectively fulfilling our mission of “creating life-impacting experiences that enable young people to know and grow in their relationships with Jesus Christ.” How do you measure a person’s growth in their relationship with the God of the Universe? And even more perplexing how do you set a goal for such transformation?
We’ve accepted that we can’t measure such things directly or with certainty, but at the same time we’ve learned we can measure particular indicators of whether such things are becoming reality. These indicators center on a person’s admitted change in perspective, commitments they’ve made, and the anticipated life change they expect to experience. And when we combine these important indicators with our own professional assessment we begin to understand with some confidence our mission effectiveness. For us, at SpringHill, these indicators provide focus and attention to the most important things without being the final word on such things.
So maybe this old leadership maxim needs to change from “what gets measured is what gets done” to “what gets measured in some way is what gets our needed attention” and it’s this attention that leads to effectiveness.