Are You Just Tracking the Numbers When You Should be Tracking Behaviors?

June 5, 2023 Experience in business management has always suggested that tracking results is an extremely important function. Data is collection methods are created so that all of the most important information can be gathered for evaluation and review. Analytical processes are put in place in order to “Read the Tea Leaves” with the purpose of determining where the business stands, and how healthy it is financially, all the while attempting to measure employee productivity and effectiveness. For the most part it is a very analytical exercise indeed. Tracking sales, margins, and profitability numbers do provide statistical evidence of business health, however, it doesn’t appear to be enough, so in an effort to better understand why the resulting numbers are what they are, we do more . Our quest to glean more understanding leads us to “Do More Math”. We select specific mathematic equations to calculate cost of goods sold percentages, gross profit margins, mix of businesses percentages, and employee sales and production contributions. We have collected an abundance of information. Information to be used when planning strategies for improvement. To develop our Strategies for improvement our analysis of the results leads to more questions. “Why aren’t sales better?”, What accounted for the low Gross Profit margins?”, “Why is productivity so low?” And so the interrogation begins. We call the manager and begin the questioning, a cross examination of sorts. Our analysis has brought us to specific assumptions and the intent of inquisition is to validate our interpretation of the numbers. We have painted a picture with the statistics, but does the picture explain the results? This brings us to the question posed at the beginning. “Are you focused on tracking results, or are you focused on tracking Behaviors that create the results?” Behaviors are what deliver the results. Many of the challenges being faced by business today are the result of poor behavioral observation and a failure track items that are clear behavioral indicators. The business has a operational process and provides training on the intricacies of “Our Way” of doing things. New employees are sent through orientation and then sent out to execute in the real world “Live Fire” so to speak. Management starts tracking the numbers (results) to determine how well the team is executing, taking an assumptive approach about how well the employees are following process and procedures based on previous experience. Behavior is best measured in person, with one on one interaction with the employee and team. In a retail environment interpersonal skill is paramount to success. Observation of customer engagement skills, both verbal and non-verbal communication for instance, is essential. An assessment test provides a measure of intellectual understanding, observation provides a picture of execution ability. Same goes for management and selling skills. TJB Enterprises offers several Management Assistance Programs to better assess behavioral performance, evaluate process training and execution, and determine best practices. Measure effective internal and external communication methods, and utilization of digital communication platforms. MAPTJB@gmail.com Published by