Quantifying progress. It’s a thought process that I’ve always been on board with, but I’ve always struggled with when it comes to the discipline required to log the data that tracks success over time. I meet the deadlines, or other targets, but at the end of the day, I don’t really have any way of gauging how efficient…or more important, how effective I was over the course of time.
If you don’t have a plan, you’re guaranteed to lose. If you have a plan, it is guaranteed to change.
For my brain, the idea of goal setting is nebulous because things change as the quote above so deftly states. So many things at any given time feel as though they are important. Planning is a great thing, don’t get me wrong. It is one of the things that my company puts a lot of stock in. It’s part of our mandate. The thing about planning is that it sets the road map and you can hit every milestone along the way and even have the project deemed successful at the end because you launched your project. Metrics like release dates, or product cost targets, or whatever are (typically) easy to hit. But success is different from effectiveness. You could easily be successful in your project because you hit a deadline when in reality the project was a failure because your effectiveness on, I don’t know, manpower was way off.
If you don’t know where you’re going, you won’t know how to get there. If you don’t track how you got there, you won’t know where you’ve been.
My brain works in a way that rebels against looking to the past. Looking over the shoulder feels like stalling progress. I’ve always known this is something that in the long run probably hurts my effectiveness. As I get older, I am finding I need to hone these skills more. It was pointed out, yet again, by Bill Gates’ annual letter written for the Gates Foundation. Gates states that he read a book called “The Most Powerful Idea in the World” by William Rosen. The book, Gates says, posits that the success of the Industrial Revolution came as a direct result of measurement. The invention of tools like the micrometer allowed for engineers to measure how effective incremental changes were in the development of steam engines. When you’re someone like Gates who is investing hundreds of millions of dollars towards charitable causes, you have to believe he’s not going to let that money go willy nilly. Metrics must play to how he’s going to provide that money to someone.
All food for thought as I consider the future.