Indicator (noun.)

Definition: A measurement or event used to monitor the operation or condition of something.

Also referenced as: Indicators (noun)

Related to: Data, Flag, Goal, Intent, Progress, Purpose

The word indicator was used 11 times across 6 pages

Chapter 5: Measure the Distance | Page 90

Most things can be measured by systems or people.

Indicators tell you if you're moving towards your intent or away from it. A business might use averages like dollars per order or call response time as indicators of how well they're doing.

It's not always easy to figure out how to measure things, but if you're persistent, you can gain invaluable insights about your progress.

The good news is the work it takes to define and measure indicators is almost always worth the effort.

To find the right indicators, start with these questions:

Examples of indicators follow.

Chapter 5: Measure the Distance | Page 92

Once you have a list of indicators to guide you, think about where the data could come from.

A worksheet can help you capture important details that only exist in people's heads or personal records.

You can fill out a worksheet in a meeting or distribute copies of it and collect them after people have time to answer your questions. To choose the best way to gather the data, keep these considerations in mind:

  • Time: How much are you asking for, and how long might it take?
  • Access: How many sources are your respondents using to find answers? Who else might they need to contact?
  • Bias: Are they applying their own thoughts and preferences, or delivering data?

If your users or stakeholders need a significant amount of time, access, or thought to answer your questions, let them get back to you instead of trying to get through the worksheet together.

Chapter 5: Measure the Distance | Page 94

Flags are useful because they allow us to know when something important happens. We can attach a flag to most indicators.

These are all examples of flags:

  • Having a loved one call when they arrive at their destination safely
  • A dashboard light that reminds you to get gas in the next 50 miles
  • A weekly email that shares customer service feedback with a design team
  • An email alert when competitors are mentioned in the press
  • A monthly report of how many users drop off at each step of an online registration process

Flags allow us to use data more proactively.

Chapter 5: Measure the Distance | Page 96

What is good for one person can be profoundly bad for another, even if their goal is roughly the same. We each live within a unique set of contradictions and experiences that shape how we see the world.

Remember that there's no right or wrong way to do something. Words like right and wrong are subjective.

The important part is being honest about what you intend to accomplish within the complicated reality of your life. Your intent may differ from other people; you may perceive things differently.

You may be dealing with an indicator that's surprisingly difficult to measure, a data source that's grossly unreliable, or a perceptual baseline that's impossible to back up with data.

But as fuzzy as your lens can seem, setting goals with incomplete data is still a good way to determine if you're moving in the right direction.

Uncertainty comes up in almost every project. But you can only learn from those moments if you don't give up. Stick with the tasks that help you clarify and measure the distance ahead.

Chapter 5: Measure the Distance | Page 97

Jim owns a retail store. His profits and traffic have been declining for the last few years. His employees are convinced that, to save the business, the company website needs to let people buy things online. But all Jim sees is more complications, more people to manage, and more expenses. He thinks, "If we sell on the website, we have to take photos, and pack and ship each order. Who will do that?"

With rent going up and profits going down, Jim isn't sure if changing the website will save his business. He doesn't know the distance he needs to travel to get to his goal. He wonders, "Will improving my website even help? Or will it just make things worse?"

To think through this decision, Jim:

If Jim's goal is to increase in-store traffic and reduce expenses, an online store probably doesn't make as much sense as other things he could do.

Chapter 5: Measure the Distance | Page 98

Think about what you're trying to accomplish.

  1. Revisit what you intend to do and why. Now break it down into specific goals.
  2. Make a dream list of what would be measureable in an ideal world. Even if the measurement is fuzzy or hard to find, it's useful to think about the best-case scenario.
  3. Remember to mine data from people.
  4. Measure the baseline of what you can. Once you have your dream list, narrow it down to an achievable set of measurements to gather a baseline reading of.
  5. Make a list of indicators to potentially measure.
  6. List some situations where you'd want to be notified if things change. Then, figure out how to make those flags for yourself.