Not Everything That Counts is Counted — And That’s a Problem
Does it ever feel like every action, task, and decision is increasingly tied to a number? Metrics, KPIs, dashboards — these tools give us measurable data points to track progress and efficiency. While valuable, leaders must ask: Are we measuring the right things? The invisible work that builds relationships, anticipates problems, and holds teams together often determines an organization’s success more than any metric can capture.
The old adage “what gets measured, gets managed” reveals a crucial blind spot. Picture this: A high-performing employee who single-handedly retains key accounts and rebuilds trust with partners on the brink of leaving. Their efforts stabilize the team and reduce long-term risks. But because their contributions don’t align with rigid KPIs, they’re undervalued, frustrated, and eventually disengaged.
Leaders too often focus exclusively on tactics and stats, which are easy to track. However, crucial elements like relationship-building, strategic thinking, risk mitigation, and crisis prevention are overlooked in pursuit of quarterly metrics that look good on a slide deck. Are you building a culture that values the intangible, or are you chasing numbers at all costs?
The Case for “Thinking Time”
When was the last time you asked a colleague how work was going, and they responded, “Great! I’ve been taking time to process some ideas.” More likely, you heard, “I’ve been so busy, I don’t even have time to think.”
The value of slowing down has almost been forgotten — both as a virtue and a driver of financial success. Today’s work culture equates constant activity with productivity, driven by tools and platforms that track every moment of performance. But does more activity always lead to better outcomes, or does it just create noise?
Not every valuable moment produces a tangible output. Sometimes, the most productive thing someone can do is shut the door, go “off the grid,” and dedicate time to thought. When teams stay on autopilot, driven by numbers alone, they lose the ability to make deliberate, strategic choices.
A leader I worked with recently reflected:
“Two of my colleagues helped me realize I need at least an hour a week — if not more — just to think. It doesn’t show up on a dashboard, but it feeds every decision I make and strengthens the metrics in the long run.”
Organizations must stop considering “time to process thoughts” a luxury and start seeing it as a necessity. Normalizing reflection creates clarity, sharpens problem-solving, and ultimately drives meaningful progress.
And while I’ve alluded to the limitations of metrics — here’s some hard data anyway: A Harvard Business School study found that employees who spent just 15 minutes at the end of their workday reflecting on lessons learned performed 23% better after ten days than those who didn’t. Sometimes, the best way to move forward is to pause and think.
Lessons from Commercial Banking
Some of the most impactful contributions don’t show up in traditional metrics. My experience in commercial banking taught me this firsthand.
When I started, success was measured purely by numbers: growing investment portfolios, meeting credit application goals, and increasing revenue. On paper, my first year looked like a failure, as I missed key performance targets. However, the metrics couldn’t capture the fact that I’d retained tens of millions of dollars by rebuilding trust with municipalities and First Nations clients who were ready to walk away.
One pivotal moment involved a First Nations community considering a move to a different bank. I became the first relationship manager invited to Chief and Council meetings, taking the time to understand their unique needs and rebuild trust. This meaningful dialogue did not happen overnight. To the organization, this looked like “spending too much time outside of the office.” My efforts didn’t fit the conventional definition of success at that time.
The actual value of this relationship-building became clear in my second year. When a leadership change in the community created instability, the bank planned to shut down a $10-million account — a move that would have sparked public outrage. Because of the trust I’d built, I was able to mediate the situation and save the partnership. None of this showed up on my scorecard, but the psychological work and trust-building proved invaluable.
This experience taught me that effective leadership means seeing beyond metrics to recognize the unmeasurable work that drives lasting impact.
The Role of Leadership: Seeing the Invisible
Leadership isn’t just about making tough decisions — it’s about asking the right questions. Invisible work isn’t always celebrated at performance reviews, but it holds teams together, fosters collaboration, and prevents crises.
Take the example of one of my client’s employees, who was labelled as having an “attitude problem.” On the surface, they seem disengaged. But when one leader paused to ask deeper questions, they uncovered a different story. The employee was frustrated because they lacked the resources to succeed. Their “attitude” reflected their commitment to the work, not a lack of engagement.
Another example: An employee was absent 30% of the time due to a frequently sick child. Despite this, their productivity when present was outstanding. Yet, leadership fixated on absenteeism rather than the value they contributed. Some decision-makers even suggested termination. Fortunately, the CEO recognized that this employee’s 70% presence delivered more tangible and intangible benefits to the company than most employees at 100%.
These scenarios highlight a key truth: Metrics alone don’t tell the whole story.
- Pause: What’s really driving this employee’s behaviour? Look beyond the surface.
- Listen: Create space for open, honest conversations about their challenges.
- Value: Recognize the unseen work that keeps teams strong.
Great leaders don’t just manage — they understand. They see beyond performance metrics, build real connections, and appreciate all the contributions that genuinely drive success.
The Cost of Ignoring the Intangibles
When invisible work is ignored, employees feel undervalued. High turnover, stagnant innovation, and fractured relationships follow. Culture deteriorates, leaving teams disengaged and organizations weaker.
Invisible work isn’t a luxury — it’s the foundation of sustainable success. Ignoring it creates ripple effects that undermine even the best-performing organizations. But, when it is valued, the results can be transformative.
One of my team members recently shared with me a perfect example from the sports world: David Ross and the 2016 Chicago Cubs. On paper, Ross was a backup catcher in his final season — his stats were average, and he was a below-average hitter. But his real impact came through leadership, mentorship, and culture-building. He guided younger players, kept morale high, and provided crucial moral support to the team’s ace pitcher. When the Cubs won their first championship in 108 years, his teammates credited their success not to his performance on the field, but to the trust and connection he built behind the scenes. His influence was so undeniable that he later became the Cubs’ manager, further proving that the most valuable team members are often those who systematically elevate everyone around them, even if their impact doesn’t show up in conventional performance metrics.
A New Way to Measure Success
The key to unlocking organizational potential lies in redefining success.
Leaders must:
- Balance metrics with qualitative evaluations.
- Reward relational and cultural contributions.
- Create environments where invisible work thrives.
Expanding how we measure success means looking beyond numbers and valuing the human side of work. By doing so, we build stronger teams, foster innovation, and create cultures that achieve meaningful, lasting success.
Bringing Invisible Work to Light
Invisible work — trust-building, mentorship, problem anticipation — holds organizations together. Yet, because it’s hard to measure, it’s often overlooked. Metrics may track progress, but they don’t capture the relationships, foresight, and leadership that drive real success.
Great leaders recognize that what isn’t measured still matters. They unlock their organization’s full potential by valuing the unseen contributions that strengthen teams and fuel innovation. It’s time to shift our definition of success — because what’s invisible is often invaluable.
Kyla Taylor is the CEO and Founder of Launch & Prosper Consulting Group. With over 20 years of experience in business strategy, leadership, and community impact, Kyla specializes in helping SMEs, Startups, and Non-Profit organizations navigate challenges, foster collaboration, and build cultures that thrive. Passionate about people and purpose, she writes about the unseen drivers of success, from invisible work to values-driven leadership.
