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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 Goala giving.

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<v Speaker 1>This is the seven Minute Leadership Podcast with your host

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<v Speaker 1>Paul Fello Aledo. Hello everyone, and welcome to the seven

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<v Speaker 1>Minute Leadership Podcast. It's episode two sixteen, and today we're

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<v Speaker 1>talking about the metrics mindset. Have you ever heard the

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<v Speaker 1>phrase what gets measured gets managed? Metrics are everywhere in leadership,

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<v Speaker 1>but do we really understand the mindset needed to harness

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<v Speaker 1>their true power? And let's face it, metrics can feel overwhelming,

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<v Speaker 1>especially for leaders balancing people and performance. We're told to

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<v Speaker 1>track key performance indicators, return on investment, customers satisfaction, employee

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<v Speaker 1>engagement in The list goes on and on. But let

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<v Speaker 1>me ask you this, are you using metrics to guide

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<v Speaker 1>and inspire or are you letting them control you? The

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<v Speaker 1>wrong mindset turns metrics into a burden. You might obsess

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<v Speaker 1>over numbers, lose sight of the human element, or get

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<v Speaker 1>trapped in analysis paralysis. But with the metrics mindset, you

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<v Speaker 1>flip the script. Metrics become a tool, not a task master.

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<v Speaker 1>So there are three pillars of the metrics mindset. Number

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<v Speaker 1>one is purposeful metrics not all numbers matter. The metrics

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<v Speaker 1>mindset starts by asking what is the goal I'm trying

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<v Speaker 1>to achieve in which metrics truly reflect that. If you're

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<v Speaker 1>focused on employee retention, measuring customer complaints might be interesting,

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<v Speaker 1>but it won't tell you how engaged your team is. Instead,

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<v Speaker 1>focus on employee satisfaction scores or turnover rates. Keep your

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<v Speaker 1>metrics aligned with your mission. Number two is actionable insights.

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<v Speaker 1>Metrics should lead to action. The metrics mind set is

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<v Speaker 1>about identifying what you can do today to influence tomorrow's numbers.

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<v Speaker 1>If your teams on time performance is slipping, use the

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<v Speaker 1>data to spot patterns our delays happening at a specific

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<v Speaker 1>time with a specific team member. These insights guide your

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<v Speaker 1>next move. Each metric you track should answer the question,

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<v Speaker 1>what's my next step? And the third pillar of the

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<v Speaker 1>metrics mindset is a people first focus. This is the

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<v Speaker 1>cornerstone metrics matter, but people matter more. Behind every number

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<v Speaker 1>is a story your team, your customers, your stakeholders. If

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<v Speaker 1>sales numbers drop, don't just push harder for sales. Ask

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<v Speaker 1>what challenges your team is facing. Is it a burnout

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<v Speaker 1>issue or resources lacking? Use metrics to open conversations not

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<v Speaker 1>end them. And here's a quick story. At my company,

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<v Speaker 1>we run nine to one to one dispatched ambulance calls

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<v Speaker 1>and non emergency transports dispatched by a hospital. We keep

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<v Speaker 1>track of all those numbers. There was this one year

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<v Speaker 1>we did more non emergency transports than nine one one calls.

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<v Speaker 1>Our crews were frustrated, burned out, and miserable because nobody

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<v Speaker 1>goes to EMT or paramedic school to do non emergency transports.

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<v Speaker 1>They want to run the nine to one one calls.

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<v Speaker 1>So I pulled my leadership team together about eight years

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<v Speaker 1>ago and we looked at the numbers and came up

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<v Speaker 1>with a plan to decrease the non emergency calls in

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<v Speaker 1>favor of the nine to one one calls. It worked,

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<v Speaker 1>and for the past eight years, I've been able to

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<v Speaker 1>show my crews the steady decline in the transports. The

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<v Speaker 1>misery ended. The conversations are different around the ambulance base,

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<v Speaker 1>and in general it's a more positive atmosphere. So the

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<v Speaker 1>metrics mindset is a balance. It's about knowing what to measure,

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<v Speaker 1>using it to inspire action, and never losing sight of

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<v Speaker 1>the people behind the numbers. As a leader metrics should

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<v Speaker 1>be your compass, not your cage. So here's your challenge

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<v Speaker 1>for the week. Pick one metric you're tracking now and

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<v Speaker 1>ask yourself, does this align with my goals? Does it

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<v Speaker 1>lead to action? Does it support my team? And if not,

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<v Speaker 1>it might be time to rethink it. This has been

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<v Speaker 1>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 paulfellowalito dot

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<v Speaker 1>com