How do you measure your impact as a people manager? How can you make this seemingly intangible part of your role tangible?
Think about it in terms of sales.
Imagine a salesperson in your organization asked for a commission when the customer said: “I’m interested, I’ll come back tomorrow.” Laughable, right? Sales only count when the money is in the bank — everything else is tea leaves.
You should measure your success as a people manager in exactly the same way. You can’t measure the result by what you’ve done — whether you’ve had 1:1’s, feel like you’ve given feedback, etc. You measure the result by what they’ve done. Did your efforts, taken as a whole, result in them changing their behavior or not?
Has your employee bought, or are they still browsing?
Here are four types of transactions you can safely count as a sale:
When you start tracking the people management moments in your day with the same passion and engagement as you do your core technical work, you’re on the right track.
Not out of some abstract notion about culture or values, or creating a people-first place to work (whatever that means), but because the best version of you cares about the best version of others.
So, how many sales are you going to close with your team this month?