For over a hundred years, management has been obsessed with measuring what workers do. The rationale was to improve efficiency, and cut out the dead wood. Until quite recently, this affected mainly factory workers. White-collar workers were relatively safe.
Not any more.
Computers have allowed scientific management principles to be applied to an ever-increasing number of professions. The result?
“What’s the close rate, the change in user satisfaction, the clickthroughs, the likes?
You can see where this is heading, and it’s heading there fast:
You will either be seen as a cog, or as a linchpin. You will either be measured in a relentless race to the bottom of the cost barrel, or encouraged in a supportive race to doing work that matters, that only you can do in your unique way.
It’s not easy to be the person who does unmeasurable work, but is there any doubt that it’s worth it?”
—Seth Godin, Scientific Management 2.0
I’ve written elsewhere about why measurable outcomes aren’t always a good thing, and my skepticism that ROI can be measured in social media.
Nevertheless, Seth’s last sentence is worth repeating.
It’s not easy to be the person who does unmeasurable work, but is there any doubt that it’s worth it?