What gets measured gets done
The phrase "What gets measured gets done" is not merely a management slogan; it is a profound articulation of how human intention translates into persistent action.
Our abstract desires—to be healthier, to be wealthier, or to be more productive—often remain frustratingly out of reach until they are subjected to the discipline of quantification. Measurement serves as the crucial bridge between a vague hope and a tangible reality. It is the mechanism that forces accountability, provides clarity, and, most importantly, directs the finite energy of focus.
Without measurement, a goal like "improve productivity" remains an endless, formless task. It allows for procrastination and self-deception, enabling us to substitute low-value activity for genuine progress.
The moment we introduce a metric—such as "write 500 words before noon" or "complete three high-leverage tasks today"—the goal instantly gains boundaries and weight. This defined scope triggers a psychological shift: the task is no longer an open-ended struggle, but a clear competition against a documented standard.
Measurement converts the nebulous future into a concrete, manageable present, making the path to completion visible.
Furthermore, measurement provides the irrefutable evidence necessary for adjustment and growth. If a process is not yielding the desired results, the data points clearly to where the breakdown is occurring, eliminating guesswork and emotional bias.
Whether tracking sales figures, daily steps, or time spent learning a new skill, the numbers strip away opinion and provide objective truth. This systematic feedback loop is the engine of sustained achievement; we can only improve what we can objectively analyze.
The very act of tracking forces us to pay attention, and attention, when consistently applied, is the most powerful tool for shaping behavior.
This powerful principle of accountability is often misunderstood as solely a means of operational efficiency.
However, in Julian Richer's book, The Richer Way: How To Get the Best out of People, measurement is framed as a tool that serves a human-centric core mission.
Richer’s core philosophy is that "happy people make successful businesses," meaning the road to success is paved by genuinely taking care of one’s workforce.
In this context, the mandate to measure shifts from only tracking external output to tracking the health of the organizational culture—metrics like employee satisfaction, retention rates, and morale become the high-leverage data points.
Measurement is not just about counting units; it is about guaranteeing the internal conditions for human flourishing, which, in turn, fuels unstoppable external achievement.
By committing to measurement, we take a stand against assumption and empower ourselves to systematically achieve the internal environment that drives true, lasting success.
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