We live in a world that wants concrete specifics. We have bosses that like measures. We have sponsors that demand proof, and want to know how you are going to demonstrate impact. And yet very often the more important something an initiative is, the less likely you are to be able to measure it. So what you can you do? What could you measure? And what are the cautions of doing so?
While this is likely to come across as controversial, I’m going to say it anyway: If you care most about key performance indicators, then you likely don’t care about what matters most. And that’s a challenge. In my view, it’s a challenge of terminology, of ideology and of narrow-minded thinking masquerading as holistic solution. But semantics are important. And the words you use say a lot about what you value.
Entrepreneurs and leaders face enormous challenges. They are not the same challenges, however, and it would be dangerous to genericize the concept of ’universal leader’ in the same way that ’homo economicus’ is a bit of a non-starter. The investment marketplace is an irrational place to play, but we are all unique in our irrationality.