If gross miscalculations of a person’s value could occur on a baseball field, before a live audience of thirty thousand, and a television audience of millions more, what did that say about the measurement of performance in other lines of work? If professional baseball players could be over- or under-valued, who couldn’t? Bad as they may have been, the statistics used to evaluate baseball players were probably far more accurate than anything used to measure the value of people who didn’t play baseball for a living.
—Michael Lewis, Moneyball, pg. 72, in reference to what Bill James’ Baseball Abstracts revealed.
Think for a moment how often you have heard people say, “Because I know it will work,” or “He just seems to work harder than his colleagues,” or “She puts in more hours and thus is more valuable,” or even “I was told this by x person and therefore y must be the case.”
Like baseball, business is full of mystery and assumptions. Because we feel or think something doesn’t make it true. Because it happened that way in the past doesn’t mean it will happen that way in the future. Because a few customers have that perception doesn’t mean the viewpoint is accurate.
Most people who are misplaced in a job are misplaced either because they were the wrong hire to begin with, or because no one took the time to train them properly. (Note the “most” qualifier—there are certainly exceptions.) But how can we properly train someone if we don’t measure their performance accurately, with statistics that matter and contribute to the bottom line?