A11: VALUE METRICS**

...discovering your actual VALUES is a laborious process by itself. Putting a number on what you value proves to be even harder.

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You would like to measure the impact on your direct values, but they cannot always be measured directly. Furthermore, capturing every dimension of value leads to endless debates and modeling, and no actual value creation.

In a public company, the uttermost goal is to increase shareholder value. However, it proves hard to calculate how a single product would affect the shareholder value. It is much easier, on the other hand, to calculate other metrics that would lead to the creation of shareholder value, such as revenue, market share, etc. Another example might be the level of safety. Rather than measuring it directly, we can ask ourselves what we can do more to assure higher safety standards.

We can use dental hygiene as an example of personal values. We care about our well-being, and dental hygiene is part of it. However, it is hard to quantify well-being. But, we can use the number of times we brush and floss and use that as a value metric that drives productive action towards improving what we really care about, our well-being.

Therefore:

Instead of finding metrics that quantify your direct values, focus on metrics that drive value creation through productive action.

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