'Don't Undervalue a Thing Just Because You Can't Measure It'
A quote analysis
Measurement is a focus of most people to determine value, yet maybe not all value is measurable or easily recognized.
"Don't undervalue a thing just because you can't measure it.”
That quote inspired the following conversation and article. Humans can certainly undervalue other people or “a thing” because the unwillingness to look beyond the obvious or biases, unable to get emotionally, psychologically comfortable with what can’t be measured or appears to be that way.
“I believe we often undervalue things in business and life that are qualitative and intangible. If we can't assign a number, it becomes difficult to fully appreciate,” says Alex Adekola, the founder and CEO at Remove My Mugshot.
“Take company culture for example. The value of a positive, engaged culture can't easily be quantified, yet it impacts nearly everything — employee retention, customer satisfaction and innovation. Because it's amorphous, culture is often overlooked or dismissed.”
Nicole Alioto is the CEO of Alla Breve Consulting, a data analytics company and she makes an important point.
“Often for constructs that are hard to measure, there isn't time dedicated to clearly defining what it looks like when the ‘thing’ is present or absent,” she says, adding, “When definitions aren't clear, measurement practices — if present at all — are not yielding accurate insights.”
We have the ability to learn differently when it comes to value, even if it’s a process.
“Let's start with a little confession from my side, says Kraig Kleeman, the founder and CEO at The New Workforce, which helps organizations expand their team with outsourced global talent. “Early in my career, I was a numbers guy. If you couldn't measure it, I wasn't interested.
“But here's a story that changed my view. We had this designer. He wasn't your typical 9-to-5 worker, often daydreaming and doodling. Initially, I struggled to see his value in the traditional sense. His productivity didn't scream top performer in the ways we usually measured.
“But then, one of his doodles inspired a new product line that significantly boosted our company's profile. That was my lightbulb moment. The qualities that made him invaluable — his creativity and his ability to dream — were things I had no ruler for.”
That experience provided a memorable lesson.
“It taught me that our biggest wins come from places we least expect. This means looking beyond the immediate and obvious,” Kleeman says.
Beliefs and mindsets can therefore change to more evolved thinking. More value can be noticed and appreciated, beyond traditional measuring and scoring.
“We have to purposefully identify, articulate and celebrate intangible values,” says Adelola. “Make space for qualitative insights in meetings and reports. Share stories that spotlight hard-to-measure impacts. Have leaders model prioritizing culture, trust and creativity. Quantifiable metrics will always matter but they don't reflect total value. Being more expansive in the types of value we recognize is key.”
Kleeman agrees.
“It's about changing our lens,” he offers. “For instance, how do you measure the warmth of a team's camaraderie or the spark of innovation? It's tricky, right? Here's something I've tried to do more of: listen and observe.
“And let's remember feedback that doesn't fit into a spreadsheet but tells you everything about how valued and motivated people feel.”
There is wisdom to remember and consider.
“For me, the biggest takeaway is to not let what we can't measure cause us to be dismissive,” says Adekola. “Be curious about subtler signs of value. And if something is hard to quantify but your instincts say it's important, find ways to validate those instincts through dialogue, engagement and testing assumptions. Quantifiable data guides, but does not wholly define, our best paths forward.”
Communication Intelligence, the Newsletter is an accompanying publication of Communication Intelligence magazine.
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