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<v Speaker 1>Helping leaders motivate their people to a higher level of

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<v Speaker 1>performance through strong human relations, team building, and goalachieving. This

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<v Speaker 1>is the seven Minute Leadership Podcast with your host Paul Fellovledo.

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<v Speaker 2>Hello everyone, and welcome to the seven Minute Leadership Podcast.

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<v Speaker 2>It's episode three ninety six, and let's talk numbers. Not

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<v Speaker 2>the ones that look pretty in a report or the

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<v Speaker 2>ones that get passed around just to fill slides in

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<v Speaker 2>a meeting. I'm talking about the numbers that actually move

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<v Speaker 2>the needle. This episode is called Metrics that Matter What

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<v Speaker 2>you should be really tracking as a manager, because here's

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<v Speaker 2>the truth. Most managers are tracking the wrong things. They're

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<v Speaker 2>obsessed with vanity metrics, stats that sound impressive but mean

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<v Speaker 2>absolutely nothing when it comes to performance, progress or people.

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<v Speaker 2>So let me tell you what I mean in these

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<v Speaker 2>six areas. Area number one vanity metrics versus value metrics.

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<v Speaker 2>Vanity metrics are those that look good but don't drive decisions,

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<v Speaker 2>think social media likes, number of meetings held, or total

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<v Speaker 2>hours worked. Where value metrics are those that tell you

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<v Speaker 2>something actionable. They indicate what's working, what's broken, and where

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<v Speaker 2>to focus next. So if you're spending your time showing

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<v Speaker 2>off charts, that no one acts on. You're managing for optics,

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<v Speaker 2>not outcomes. Area number two, So what should you be tracking?

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<v Speaker 2>Here are the six metrics that matter in any business

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<v Speaker 2>or leadership role, regardless of history. Employee turnover rate and

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<v Speaker 2>why they leave. If your team is turbulent, you have

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<v Speaker 2>a culture or leadership issue. Exit interviews aren't a checkbox,

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<v Speaker 2>they're your roadmap for improvement. Time to resolution. How long

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<v Speaker 2>does it take your team to solve a problem or

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<v Speaker 2>close a ticket. If you lag here, it usually means

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<v Speaker 2>either poor communication, unclear roles, or broken systems. In customer

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<v Speaker 2>retention rate, if people come once and never return, your

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<v Speaker 2>service might not be the problem. Your follow up in

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<v Speaker 2>relationship building might be. In employee engagement score. This doesn't

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<v Speaker 2>mean smiley faces on a survey. Engagement is about how involved, enthusiastic,

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<v Speaker 2>and committed your people feel. The deeper the buy in,

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<v Speaker 2>the stronger the performance. In quality over quantity, are your

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<v Speaker 2>outputs making impact or are your people just spinning their

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<v Speaker 2>wheels trying to hit arbitrary numbers? Measure the success of projects,

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<v Speaker 2>not just how many you've started. In forecast accuracy. If

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<v Speaker 2>your team constantly misses project, the issue might not be

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<v Speaker 2>the market, it might be how realistic or grounded your

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<v Speaker 2>leadership expectations are Number three from the original list of

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<v Speaker 2>the areas, the dangerous trap of busy metrics. One of

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<v Speaker 2>the most misleading stats is ours worked. If you have

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<v Speaker 2>a team member logging sixty hours a week, don't automatically

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<v Speaker 2>crown them a hero. Ask why is it inefficiency, poor

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<v Speaker 2>time management, or a broken process. Busy doesn't always mean productive,

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<v Speaker 2>and in leadership at your job to distinguish motion from progress.

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<v Speaker 2>Number four track behavior, not just results. So let's go deeper.

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<v Speaker 2>Great managers track behavioral metrics, the stuff under the surface.

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<v Speaker 2>How often does feedback flow up the chain or leaders

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<v Speaker 2>following through on commitments? Is cross team collaboration improving or eroding?

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<v Speaker 2>These aren't numbers that you all find in a spreadsheet,

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<v Speaker 2>but they're the pulse of your team. And when the

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<v Speaker 2>pulse flat lines, no monthly dashboard will save you. Number five.

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<v Speaker 2>What you measure is what you multiply. Here's the leadership

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<v Speaker 2>truth bomb. People do what they're measured by. If you

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<v Speaker 2>track only speed, they'll cut corners. If you track revenue,

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<v Speaker 2>ethics might take a hit, But if you track ownership, communication,

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<v Speaker 2>and impact, you'll get more of it, So be careful

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<v Speaker 2>because what you choose to measure is what your culture

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<v Speaker 2>will mirror. Number six, Build a three part metric dashboard.

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<v Speaker 2>If you want a better system, use this model. People metrics, turnover,

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<v Speaker 2>engagement and internal trust, score and process metrics, efficiency error rates,

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<v Speaker 2>project timelines, and performance metrics. Actual outcomes tied to mission,

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<v Speaker 2>not just financials. If all three categories aren't getting equal attention,

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<v Speaker 2>you're leading on one leg. So stop measuring for applause.

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<v Speaker 2>Too many managers collect metrics just to look smart in

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<v Speaker 2>quarterly meetings. That's not leadership, that's theater. Real leaders track

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<v Speaker 2>what actually moves the team forward, the tough, gritty numbers,

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<v Speaker 2>the ones that don't always look good, but tell the

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<v Speaker 2>truth because the truth is your starting point. And if

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<v Speaker 2>you can't lead, if you're blind to where you really are,

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<v Speaker 2>you have to stop chasing applause and start chasing accuracy.

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<v Speaker 2>Trade the vanity metrics for vital simes because your team

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<v Speaker 2>doesn't need to show they need strategy. This has been

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<v Speaker 2>the seven minute Leadership podcast, and I thank you for listening.

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<v Speaker 1>For more Paul fell of Alito podcasts, visit Paulfeloalito dot

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<v Speaker 1>com