{"id":39525,"date":"2021-04-12T07:00:05","date_gmt":"2021-04-12T05:00:05","guid":{"rendered":"https:\/\/strtgy.design\/articles\/kpi-kopy-paste-immediately\/"},"modified":"2021-04-12T07:00:05","modified_gmt":"2021-04-12T05:00:05","slug":"kpi-kopy-paste-immediately","status":"publish","type":"post","link":"https:\/\/strtgy.design\/en\/strtgy-notes-en\/kpi-kopy-paste-immediately\/","title":{"rendered":"KPI: Kopy & Paste Immediately"},"content":{"rendered":"

Hey, happy Monday!<\/span><\/p>\n

This note, like all the ones you receive, are my notes from the real world.<\/span><\/p>\n

When something works I am happy to make it public. That means you can come back to these newsletters whenever you want and implement what you need. So many people do that. They thank me afterward. <\/span><\/p>\n

A big part of my job is to simplify things so that everyone can do them in the best way possible. Even the most complex ones. <\/span><\/p>\n

There is a bad habit of doing <\/span>Management by Expectation<\/b>, that is, the people we work with are expected to read our minds. The problem is not the people, it is not malice or incompetence, the fact is that it is really hard to define the parameters of success. There is only time to do and never time to learn. Especially if the activities are always new and hyper specialized. <\/span><\/p>\n

When something is not working, it is very likely that somewhere someone will call a meeting to point the finger at someone else. Surely that doesn’t solve the problem. <\/span><\/p>\n

What would happen instead if the work were technically designed not to fail?<\/h2>\n

What if we stopped controlling people and devoted ourselves to designing the system?<\/span><\/p>\n

The first thing that can happen is to realize you don’t have a system.<\/b><\/p>\n

Where do your customers come from? (Personal Network excluded) <\/span><\/p>\n

How much are you spending to acquire them? Who is contacting them? <\/span><\/p>\n

What do your customers do with your products? Are they satisfied or do they simply pay (for a little longer)? <\/span><\/p>\n

At what point are they stuck? <\/span><\/p>\n

I learned that if you really want to make people free and proud to work with you, you have to make sure they achieve success. <\/span><\/p>\n

It doesn’t mean you have to work for them, it means you have to design the car you are inviting them to ride in. For a ride. <\/span><\/p>\n

Your job is to make sure that the destination is not only clear and inspiring but most importantly that the journey is exciting and safe.<\/span><\/p>\n

And how do you do that?<\/b><\/p>\n

You can avoid driving blindfolded in the meantime.<\/span><\/p>\n

The first step is in this note.<\/span><\/p>\n

From Managing by Expectation to <\/span>Managing by Real Time Numbers.<\/b><\/p>\n

Should you be leading the entire company or a specific team, I have gathered the most important numbers you need to keep track of, by individual team.<\/span><\/p>\n