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Do you feel like you're just a number?
You're not alone. Many managers fall into the trap of managing by numbers. But at what point do those numbers start to have a negative impact on performance?
When we manage by people, we show that we value them as individuals. And when our people feel valued, they are more likely to give their best effort. So how can you start to manage by people instead of numbers? It's not always easy, but it is worth it.
Read our latest blog post for more tips on managing by people!

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Any manager worth their salt knows that numbers are important. But what many managers don't realize is that there is a point at which numbers can start to have a negative impact on performance. When we manage by numbers, at some point, our people start to become just numbers. And when our people start to realize that they are just numbers, that is when you will see a decline in performance. The key is to strike a balance between managing by numbers and managing by people. Numbers are important, but they should never come at the expense of our people. When we treat our people like numbers, we send the message that they are nothing more than cogs in a machine. But when we treat them like individuals, we show them that they are valued members of our team. So, the next time you're tempted to manage by numbers, remember that your people are not numbers. They are the engine that drives your business. And when you treat them with respect and value their contributions, you'll see a real difference in performance.

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I am quite sure we have all been asked the following questions at some point or another:


  • Why do you have a gap to your target (Rev/GP)
  • Why is the sales pipeline thin?
  • Why is the sales pipeline not progressing through the sales stages to closure?


  • Why are the SLAs not being met?
  • Why is CSAT declining?
  • Why is the volume of incidents increasing or uncontrollable?
  • Why are the response and resolve (mttr) times increasing?
  • Why are the escalations and ageing ticket backlogs increasing?


However, when was the last time you were asked the following?


  • How are you doing today?
  • How is your family?
  • How is your work-life balance?
  • Do you need any help with anything?
  • How are your goals coming along?


When we manage by numbers, at some point, our people start to become just numbers. And when our people start to realize that they are just numbers, that is when you will see a decline in performance.


At its best, management by numbers is a way to bring clarity and order to complex situations. We are always looking for ways to optimize performance and drive results. In business, numbers are everything. We use them to track sales, growth, and progress. We use them to measure success and set goals. It can help businesses to allocate resources efficiently and make sound decisions based on data.

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And while numbers are an essential part of managing a business, there is a danger in becoming too focused on them. There is a danger that numbers can become an end in themselves, rather than a means to an end. When this happens, people can start to feel like they are nothing more than numbers on a spreadsheet. Numbers should be used as a tool to help achieve business goals, but not as a replacement for human judgement and common sense.

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It is important to remember that our employees are not numbers.


When we manage by numbers, we risk losing sight of the people who make up our organizations. We may start to see them as numbers on a spreadsheet instead of as unique individuals with their own skills and talents. 


If our people feel like they are just numbers, they will be less motivated to perform at their best. This can lead to a decline in performance, which is the last thing we want. Therefore, it is important to strike a balance between using numbers to drive performance and valuing our employees as people.

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