Measuring What You’re REALLY Doing

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I just finished reading a very informative book called “The Three Signs of a Miserable Job” by Patrick Lencioni that opened my eyes to a very important tool that not only managers should be using, but that every individual can benefit from. It’s about measuring what you’re doing at your job. My philosophy has always been: if you have to be there for some reason, you might as well make the best of it. Reasons are money, resume builder, interning for example.

But I never put into words the idea of measuring what you do at work and whose lives your job benefits. You’re probably thinking that it’s obvious; if you’re a waiter, you bring food to people, if you’re a police officer, you save lives and protect others, if you’re an executive, you make decisions that benefit the board of directors. The measurement comes from how many people you serve, how many people you protect, and how many good decisions you make.

However, I’ve found that measuring feedback and reoccurrence of your customer as being much more beneficial. Reoccurrence as a police officer probably shouldn’t be measured for obvious reasons.  But you want to be able to take tallies of how many smiles you created, how many times you went beyond your typical work to help another employee or how many times you did some type of change in your work place to improve some aspect.

By measuring important aspects in your job, you contain a sense of competition amongst yourself and other co-employees which can enhance success. Instead of waiting for mid-year or yearly reviews, review yourself everyday by keeping a scorecard of what you measure.  If you’re a manager or not, try to get everyone on board and keep a big tally board in your office to keep track.

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