Welcome back to Cardcast! Today, we’re talking about the ever-loved Metrics.

We love to hate them; they feel like a burden. Yet they’re essential. Metrics are simply what we choose to count, the signals that tell us how a business is operating. The trouble is, humans aren’t naturally good at picking the right ones. We often measure what’s easy, or what we’ve always tracked, rather than what truly matters.

We’ve seen countless leadership teams struggle with this. Some metrics stick around long after they’ve served their purpose, while others—the ones that could drive better, faster decisions—go unmeasured because they’re hard or uncomfortable to capture. The exercise becomes asking three questions: What should we measure? What can we measure? And ultimately, what do we measure? The tension lies in those gaps.

The best insights often come when we admit we’re measuring the wrong things or missing the right ones. Vanity metrics and legacy numbers add noise; leading indicators, though less certain, often provide the clarity to act before it’s too late. A metric, after all, is just what we’re counting. A target is where we want that number to land at a point in time. The real work is choosing wisely—because the wrong measures can demoralize, but the right ones can transform.

Key-Card points:

• Metrics are necessary, but often flawed

• Beware of legacy and vanity in metrics

• Ask the 3 core questions

• Metrics and targets are not the same

Links & Resources

• The Sandwich is dead

• Veverka.ca

Connect with Milan

• Veverka.ca

• LinkedIn

Connect with Ged

• Crystalyzer.com

• LinkedIn

CardCast is produced by Lovemore Media.