Measuring Impact as Validation

I frequently share how, through all the years I worked indirectly for Rod (Kevin was my immediate supervisor and Rod was his), there was always an expectation for me to focus on how any action I took would impact productivity in each business unit we supported. While safety and human resources are generally focused on cost avoidance, Rod challenged me to implement steps from any course I took or conference I attended that would lead to a direct increase in productivity. Candidly, that was incredibly hard and I couldn’t always produce the results he expected. That did, however, teach me the importance of measuring the impact that even things viewed as “soft” or “intangible” had on that ever-so-important productivity number our facility was measured by. Truth be told, that experience was a key driving for me to write What’s KILLING Your Profitability? (It ALL Boils Down to Leadership!) a few years ago. Productivity and profitability are both critical, but our daily behaviors as leaders have an immediate impact; I just haven’t seen many people measure that impact effectively.

While I’ve always attempted to show humility, albeit more based on self-doubt than I care to admit, my DRIVEN behavior style rarely allows that to show up in the same fashion as the genuine modesty I see Cindy display consistently. Tracking the direct impact I had on manufacturing processes became a natural part of what I did. We measured everything in that environment so quantifying the effectiveness of a procedural change was generally a simple math equation. For leaders, learning to measure our impact on those around to validate our effectiveness isn’t as common. My goal with What’s KILLING Your Profitability was to outline a practical approach for doing just that while providing comprehensive data to support it. Still yet, execution is unlikely without overcoming self-imposed limits.

As we worked through steps for fostering a mentorship culture, I mentioned feeling a heavy obligation to pass along the lessons I’ve been blessed to learn from folks like Terry, Kevin, Rod, and so many others. I’m also very intentional about routinely reaching out to those mentors to thank them for all they’ve invested into me. Nearly every time, they blow it off as not being that big of a deal or just being part of their jobs. I know that’s partly based on modesty, but I’m convinced it’s just as tied to them not measuring the impact as validation for how critical their mentorship has been - and I’m just as guilty.

Today, Cindy and I routinely receive feedback from leaders who have completed our courses or have been part of our Strategic Leadership Coaching process, detailing how much value they gained. We’re always adamant that any positive results they’ve achieved are directly tied to the action steps they identified and put in place. Through everything we do, we challenge each client to quantify how anything they implement impacts the productivity and profitability within their area of responsibility. While we do this so they can measure their results, it’s also (indirectly) measuring the impact we’re having and serves as validation for the value we’ve provided - even though we seldom take credit for it.

Far too often, regardless of the specific role we’re in or service we provide, we brush off the impact we’re making on those around us. While we may view it as modesty, it’s usually because we haven’t come to terms with our worth. But once we’ve learned to embrace our distinct voice, in whatever role we fill, our worth begins to shine through the positive impact we create for others. As we begin to measure that impact as validation, albeit through a spirit of genuine humility, we can assert that value with courage - and we’ll pick up there soon.