a Matter of Moments
Andersen Alumnus and author of Return On
I recently heard the story of a strategy meeting being held by a major corporation. The focus of the brainstorming session at-hand was: How do we become the best in the world? I’m sure this wasn’t the first time this topic had surfaced, in so many words, in strategy sessions across numerous corporations, healthcare organizations, educational institutions, consulting firms and such. It’s almost predictable. Yet what happened next was not. A participant in the session raised their hand and when called upon shifted the energy in the room with this alternative question: Instead of asking how we can become the best in the world, what if we changed the question?
How do we become the best
for the world?
It’s amazing how changing
one little word from “in” to “for” changes everything. No doubt, it was a
moment that deeply inspired some while leaving others a bit uncomfortable. Not
uncomfortable because they didn’t welcome the question, but uncomfortable
knowing the metrics and measurements they face each day – most of which demand
a best in the world mindset rather than inspiring being a best for the world
Today’s metrics and
measurements are complex – and constant. They measure almost everything that
can be measured whether they need to be measured or not. Management books of
the late 20th Century boasted the claim that if it’s not measurable, then it’s
not important. Organizations moved toward Key Performance Indicator (KPI)
dashboards that became the holy grail of performance. It might be argued that
they brought a sophisticated focus and a heartless blindness.
Measurements and metrics
can play a key role in being good stewards of the resources of an organization.
Yet, like all good things, they can have their own shadow side even when
executed with the best of intentions. In the leader version of Return On
Integrity, I shared the challenges and risks that come when metrics and
measurements are untethered from stated organizational values – or worse yet,
have free reign when no values have ever been genuinely explored and discovered
in the first place. I went on to say
that metrics and measurements must be accountable to a set of meaningful core
values. Not the other way around.
We continue to see the
implosive impact of “the other way around” in yet another crisis in the financial
industry. One can make excuses, blame external circumstances, point fingers
outward while never owning the unintentional consequences imbedded in highly
demanded metrics and measurements. Under the pressure of key performance
indicators, good, smart, and highly skilled professionals have one thing in
They are vulnerable to
Something very valuable
is taken away by the constant onslaught of metrics and measurements. Yes, sometimes it’s a job, a career or
possibly an egoic reputation. Yet, I would propose that relentless metrics and
measurements take something much more. Long before anything ever goes wrong,
something is already wrong. Measurements have a way of robbing everyone’s experience
of valuing the unmeasurable. They bankrupt the vision that gives one the
ability to see, experience and embrace everyday moments that can make or break
the very essence of and reason for the work we do.
Metrics and measurements
have a way of sterilizing these moments.
In Return On Integrity, I
asked the question: What if the most important things are not measurable at
all? Unlike metrics, moments can’t be
measured on a KPI dashboard. They are
more than measurable. They are intuitively known in the moment. And, like
metrics and measurements, they too can have a systemic impact.
And yes, when these
moments are repetitively embraced, they make one’s life better. When done consistently, they make an
organization better. And when done collectively, they could very well make an
organization the best for the world. The hard part is that no one will ever be
able to pin it down into words scripted and spun for a set of board minutes or
an annual report. For these moments happen in ways that are ineffable.
Moments are realities
that are ultimately revealed years later by what is memorable rather than what
is measurable – at a time when KPI dashboards, and frankly those organizations
who were best “in” the world, are irrelevant and long forgotten.
In a world that craves
big platforms packed with those trying to be best “in” the world, it might beg
the question for each of us individually – how can I be best “for” the world?
Some questions are not
actually meant to be answered. The answers are meant to be discovered in living
moment by moment by moment.
As always, I’d love for you to share your thoughts! We could all benefit, if you would be so kind to share your thoughts email me at John@BlumbergROI.com!