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boundary=1d8f210c79b4f43cc35997ea159541928d826438ef68b80601c1190a5e1c Date: Fri, 18 Apr 2025 17:02:05 +0000 (UTC) From: Collin Stewart Mime-Version: 1.0 Message-ID: Subject: KPIs Can't Save You Reply-To: Collin Stewart Feedback-ID: =?us-ascii?Q?ca84f8b6-8743-44df-80a6-dadc2f8d69d5=3Anewsletter=3A3c5b97ff-00a9-?= =?us-ascii?Q?4acc-916d-c137bca24b1d=3A23270855726497d?= List-Unsubscribe: =?us-ascii?Q?=3Cmailto=3A3c5b97ff-00a9-4acc-916d-c137bca24b1d+1d17dc26-c1df-44e?= =?us-ascii?Q?0-812a-883b6ad5b6bc+ca84f8b6-8743-44df-?= =?us-ascii?Q?80a6-dadc2f8d69d5=40unsub=2Ebeehiiv=2Ecom=3E=2C?= =?us-ascii?Q?_=3Chttps=3A=2F=2Ffoundersedition=2Eco=2Funsubscribe=2FeyJ0eXAiOiJKV1QiLCJhbG?= =?us-ascii?Q?ciOiJIUzI1NiJ9=2EeyJzdWJzY3JpYmVyX2lkIjoi?= =?us-ascii?Q?MWQxN2RjMjYtYzFkZi00NGUwLTgxMmEtODgzYjZ?= =?us-ascii?Q?hZDViNmJjIiwicG9zdF9pZCI6ImNhODRmOGI2LT?= =?us-ascii?Q?g3NDMtNDRkZi04MGE2LWRhZGMyZjhkNjlkNSIsI?= =?us-ascii?Q?mxhc3RfcmVzb3VyY2VfZ3VpZCI6IlBvc3Q6Y2E4?= =?us-ascii?Q?NGY4YjYtODc0My00NGRmLTgwYTYtZGFkYzJmOGQ?= =?us-ascii?Q?2OWQ1In0=2EzVhmkXdJByjcGk7vlXZR6V4Nwi1iHs?= =?us-ascii?Q?hqJIS4RG7DyWo=3E?= List-Unsubscribe-Post: List-Unsubscribe=One-Click sId: 3c5b97ff-00a9-4acc-916d-c137bca24b1d x-beehiiv-ids: =?us-ascii?Q?{=22account=5Fname=22=3A=22https=3A=2F=2Ffoundersedition=2Eco=2F=22=2C=22campaign=5Fid=22=3A=22c?= =?us-ascii?Q?a84f8b6-8743-44df-80a6-dadc2f8d69d5=22=2C=22c?= =?us-ascii?Q?ategory=22=3A=22newsletter=22=2C=22email=5Fgenerated=5F?= =?us-ascii?Q?at=22=3A1744995711=2C=22user=5Fid=22=3A=223c5b97ff-00a9?= =?us-ascii?Q?-4acc-916d-c137bca24b1d=22}?= x-beehiiv-type: newsletter x-list-id: 3c5b97ff-00a9-4acc-916d-c137bca24b1d x-list-owner: x-newsletter: https://foundersedition.co/p/kpis-cant-save-you x-newsletter-id: https://foundersedition.co/ x-newsletter-signup: https://foundersedition.co/subscribe X-SG-EID: =?us-ascii?Q?u001=2E7ozyt+tmjDsHnEocxX8pymFA2v5OOh2V4Pdr6hGVjZo99sLHT4OeEg7as?= =?us-ascii?Q?oEFtQzIa0qAOkk1QezFA4qrCcff9558yNK8x6zQ?= =?us-ascii?Q?0aLhxDCyAuB9kgcSLas3IIKR+fvCUJBBAqJkoOt?= =?us-ascii?Q?Cie4V=2Fe65XdvnLaFTBR8MxJOTKU+qOCNyjvfIqh?= =?us-ascii?Q?Ad+ivFNVQ8ZH=2Fk7k8ePWEdmkSnLtW7zzLX+GIgj?= =?us-ascii?Q?A4WUKsWIXa2bUwEgLAuWjQ2q0DFV4W4vO8Nl628?= =?us-ascii?Q?h2SQ+uIaO1WQLDzyuFZbZQ73qqz=2F4tliruRAz0q?= =?us-ascii?Q?bBTmB904=3D?= X-SG-ID: =?us-ascii?Q?u001=2ESdBcvi+Evd=2FbQef8eZF3BpTL9BgbK5wfSJMJGMsmprD1ZcmFObA4po1bG?= =?us-ascii?Q?aUE6gycJ+LfRoc8X0Wm0MSorFVcoWHrIixZYD9z?= =?us-ascii?Q?w25Z143eglkAJWbQrLxndYtch6lhNuMZzHZ2wj0?= =?us-ascii?Q?iPccfGtdmzuNliP+4=2FZDXlwuKOUc7kpsjYmY6Pz?= =?us-ascii?Q?H7hutRdckpQApaTs7sF7pk9DWZyikPEK99eV5Fp?= =?us-ascii?Q?SMqqLWyj4l5azYT9md1hJ6=2FMSE7DIQndPQ7bCww?= =?us-ascii?Q?2bvbvDqeCJxtu2dAsQI+zo743XZsA8dqgVpw+pX?= =?us-ascii?Q?CPmXyNBAOgLO8=2FxcA96Q4PQYuU3cqI0pc5GJEAC?= =?us-ascii?Q?heezTlAc6n=2FiWu1oidbBvwcZTv3ugVnGo=3D?= To: "andrew@sterlingcal.com" X-Entity-ID: u001.RuZ2+X9IBGtjUb8qq3teHQ== X-Spam-Status: No, score=-4.3 X-Spam-Score: -42 X-Spam-Bar: ---- X-Spam-Flag: NO --1d8f210c79b4f43cc35997ea159541928d826438ef68b80601c1190a5e1c Content-Transfer-Encoding: quoted-printable Content-Type: text/plain; charset=utf-8 Mime-Version: 1.0 Hello Andrew,=20 _**Book update: **__the final final final edits are in (I think) and we=E2= =80=99re moving to typesetting, which is the process of noodling with the f= ormatting until it looks good on paper and e-ink. _ _**Question for you**__: I=E2=80=99ve heard that many of you want an audiob= ook, do you prefer when an author is the narrator or a professional reads i= t? Hit reply with =E2=80=9Cnarrator=E2=80=9D or =E2=80=9Cprofessional=E2=80= =9D. Thanks! Now to the newsletter. _ Most founders think constantly monitoring KPIs keeps them in control of the= ir business, but actually, it's preventing them from doing the work that ma= tters. I used to be that founder who lived in my analytics dashboard. Multiple tab= s open at all times. Refreshing revenue numbers hourly. Creating complex sp= readsheets to track every micro-fluctuation in our metrics. I thought I was being diligent. Responsible. Data-driven. I was wrong. After years of running startups, I've discovered a counterintuitive truth: = the more frequently you check your metrics, the less effective you become a= t actually improving them. tl;dr: * Constantly checking metrics creates emotional turbulence without producin= g meaningful action * Your time is better spent executing the activities that actually improve = those metrics * This focused approach paradoxically leads to better results with less anx= iety ## **The Metrics Treadmill** When I first started my company, I believed that vigilance was the key to s= uccess. If something went wrong, I wanted to be the first to know. I'd star= t my mornings with a detailed review of yesterday's numbers, check in mid-d= ay to see how we were trending, and often end the evening with one last loo= k. This cycle wasn't just time-consuming=E2=80=94it was emotionally draining. On bad days, I'd spiral into catastrophic thinking: "We're doomed. This lin= e is trending to zero. How will I pay my mortgage? I'll have to move my fam= ily in with my parents. How embarrassing." On good days, I'd swing to unbridled optimism: "We're flush with cash! Grow= th is exploding! Should I get the standard 911 or splurge for GTS?" _Spoile= r alert, I didn=E2=80=99t buy either._ Our fractional CFO Kathy repeatedly called me out on this behavior. "What a= re you doing differently after checking each time?" she'd ask. I had no goo= d answer, but I justified it anyway. I was terrified something would sudden= ly break, and I wouldn't catch it if I wasn't monitoring every move. ## **The Startup Survival Game** Having a startup is remarkably similar to having a newborn=E2=80=94it's con= stantly finding creative ways to try to kill itself. In those early days, e= xistential crises emerge daily, sometimes hourly. Eventually, they stretch = to weekly, then monthly, then quarterly. Then, just when you think you've established a rhythm and finally book that= long-overdue vacation... boom, back to weekly crises again. It's a natural= cycle in the startup journey, but our response to it doesn't have to be fr= antic dashboard-refreshing. This rollercoaster left me paralyzed=E2=80=94a mere passenger on a train, s= taring at metrics and hoping we were heading in the right direction. I was = watching the business instead of steering it. ## **The Moment Everything Changed** The breakthrough came during a particularly tight month. We needed to sign = two more customers to meet our cash flow requirements. I found myself check= ing our pipeline forecast hourly, as if staring at it would magically gener= ate new deals. Then it hit me: these compulsive check-ins weren't changing anything. If we= need two more customers this month to survive, that fundamental reality re= mains unchanged no matter how many times I refresh the dashboard. I was hop= ing that something would magically change and all would be better. Unfortun= ately, the only magic in my household is in my kids books and some trading = cards from highschool.=C2=A0 My time was better spent focusing on the most important thing=E2=80=94findi= ng and closing those two customers=E2=80=94rather than ruminating on possib= le outcomes or indulging in wishful thinking. ## **Metrics Without Action Are Just Numbers** What I realized was that unless I was going to change something based on wh= at I saw, looking at metrics this frequently was pointless. It was performa= tive diligence rather than actual productivity. If I was taking the right actions and building the right habits, results wo= uld follow with time. If not, I needed to focus on changing my approach, no= t refreshing dashboards. The question I now ask myself is simple: "What am I going to do differently= based on this information?" If the answer is "nothing right now," then che= cking the metrics is just emotional self-flagellation. ## **The Two-Occasion Rule** So I made a commitment: I only look at metrics in two specific situations: 1. When preparing formal reports (board meetings, investor updates) 2. When considering a strategic change in our approach This disciplined restraint has transformed my effectiveness as a founder. I= nstead of being trapped in the emotional turbulence of daily fluctuations, = I now focus on building systems and habits that drive consistent progress. When I do review metrics, it's with purpose and perspective=E2=80=94underst= anding the longer trends rather than being reactive to daily noise. ## **The Paradoxical Result** The irony? Since I stopped obsessively tracking our numbers, they've improv= ed dramatically. By focusing on the activities that actually move the needl= e=E2=80=94talking to customers, refining our product, building my team, clo= sing deals=E2=80=94I've created the results I was previously just hoping to= see. This isn't about ignoring data or flying blind. It's about using metrics st= rategically rather than compulsively. It's about being intentional with you= r attention. ## **What This Means For You** If you find yourself reflexively checking dashboards multiple times a day, = ask yourself: * What specific action will I take based on what I see? * Is this check-in informing my strategy, or just feeding my anxiety? * Could I be spending this time doing something that actually improves thes= e numbers? Close those dashboard tabs. Set a specific time for metrics review=E2=80=94= weekly or even monthly for most measures. And spend the rest of your time d= oing the work that actually creates the results worth measuring. Because when it comes to startup success, watching the scoreboard doesn't w= in the game=E2=80=94making the right plays does. And no amount of refreshing your analytics will substitute for the hard wor= k of finding, understanding, and serving your customers.=20 Do you ever get glued to your dashboard or forecast? Or am I the only one t= o get stuck in a loop. Hit me back and let me know which dashboard you get = stuck on.=20 Collin=20 PS -=20 =E2=80=94=E2=80=94=E2=80=94 You are reading a plain text version of this post. For the best experience,= copy and paste this link in your browser to view the post online: https://foundersedition.co/p/kpis-cant-save-you --1d8f210c79b4f43cc35997ea159541928d826438ef68b80601c1190a5e1c Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset=utf-8 Mime-Version: 1.0 KPIs Can't Save You
<= td align=3D"center" valign=3D"top" style=3D"border-width:0px 0px 0px 0px;bo= rder-style: solid; border-color: #FFFFFF;border-radius:10px 10px 0px 0px;ba= ckground-color:#FFFFFF;" class=3D"c">
3D""
=

I thought I was being diligent. Responsible. Data-driven.

<= tr><= td id=3D"the-metrics-treadmill" class=3D"dd" align=3D"left" valign=3D"top" = style=3D"color:#2A2A2A;font-weight:normal;padding:0px 15px;text-align:left;= ">

The Metrics Treadmill

= = <= /tr>

<= span style=3D"color:rgb(44, 62, 80);">Hello Andrew,

Book update: the final final final edits are in (I think) and we=E2= =80=99re moving to typesetting, which is the process of noodling with the f= ormatting until it looks good on paper and e-ink.

Question for you: I=E2=80=99ve heard that many of you want an aud= iobook, do you prefer when an author is the narrator or a professional read= s it? Hit reply with =E2=80=9Cnarrator=E2=80=9D or =E2=80=9Cprofessional=E2= =80=9D. Thanks! Now to the newsletter.

Most founders think constantly monitoring KPIs keeps them in con= trol of their business, but actually, it's preventing them from doing t= he work that matters.

I used to b= e that founder who lived in my analytics dashboard. Multiple tabs open at a= ll times. Refreshing revenue numbers hourly. Creating complex spreadsheets = to track every micro-fluctuation in our metrics.

I was wrong.

After years of running startups, I've discovered a= counterintuitive truth: the more frequently you check your metrics, the le= ss effective you become at actually improving them.

tl;dr:

  • Constantly checking metrics c= reates emotional turbulence without producing meaningful action

    <= /li>

  • Your time is better spent executing the activities that actually improv= e those metrics

  • This focused approach paradoxically leads to= better results with less anxiety

When I first started my company, I believed tha= t vigilance was the key to success. If something went wrong, I wanted to be= the first to know. I'd start my mornings with a detailed review of yes= terday's numbers, check in mid-day to see how we were trending, and oft= en end the evening with one last look.

This cycle wasn't just time-consuming=E2=80=94it was emotionally = draining.

On bad days, I'd sp= iral into catastrophic thinking: "We're doomed. This line is trend= ing to zero. How will I pay my mortgage? I'll have to move my family in= with my parents. How embarrassing."

On good days, I'd swing to unbridled optimism: "We're= flush with cash! Growth is exploding! Should I get the standard 911 or spl= urge for GTS?" Spoile= r alert, I didn=E2=80=99t buy either.

Our fractional CFO Kathy repeatedly called me out on this behavior= . "What are you doing differently after checking each time?" she&= #39;d ask. I had no good answer, but I justified it anyway. I was terrified= something would suddenly break, and I wouldn't catch it if I wasn'= t monitoring every move.

The Startup Survival Game

Having a startup is remarkably similar to having a newborn=E2=80= =94it's constantly finding creative ways to try to kill itself. In thos= e early days, existential crises emerge daily, sometimes hourly. Eventually= , they stretch to weekly, then monthly, then quarterly.

Then, just when you think you've established a r= hythm and finally book that long-overdue vacation... boom, back to weekly c= rises again. It's a natural cycle in the startup journey, but our respo= nse to it doesn't have to be frantic dashboard-refreshing.

This rollercoaster left me paralyzed=E2=80=94= a mere passenger on a train, staring at metrics and hoping we were heading = in the right direction. I was watching the business instead of steering it.=

The Mome= nt Everything Changed

The = breakthrough came during a particularly tight month. We needed to sign two = more customers to meet our cash flow requirements. I found myself checking = our pipeline forecast hourly, as if staring at it would magically generate = new deals.

Then it hit me: these = compulsive check-ins weren't changing anything. If we need two more cus= tomers this month to survive, that fundamental reality remains unchanged no= matter how many times I refresh the dashboard. I was hoping that something= would magically change and all would be better. Unfortunately, the only ma= gic in my household is in my kids books and some trading cards from highsch= ool.=C2=A0

My time was better spe= nt focusing on the most important thing=E2=80=94finding and closing those t= wo customers=E2=80=94rather than ruminating on possible outcomes or indulgi= ng in wishful thinking.

Metrics Without Action Are Just Numbers

What I realized was that unless I was goi= ng to change something based on what I saw, looking at metrics this frequen= tly was pointless. It was performative diligence rather than actual product= ivity.

If I was taking the right = actions and building the right habits, results would follow with time. If n= ot, I needed to focus on changing my approach, not refreshing dashboards.

The question I now ask myself is s= imple: "What am I going to do differently based on this information?&q= uot; If the answer is "nothing right now," then checking the metr= ics is just emotional self-flagellation.

The Two-Occasion Rule

So I made a commitment: I only look at metrics in two spe= cific situations:

  1. When p= reparing formal reports (board meetings, investor updates)

    2. <= li class=3D"listItem ultext">

    W= hen considering a strategic change in our approach

This disciplined restraint has transforme= d my effectiveness as a founder. Instead of being trapped in the emotional = turbulence of daily fluctuations, I now focus on building systems and habit= s that drive consistent progress.

When I do review metrics, it's with purpose and perspective=E2=80=94un= derstanding the longer trends rather than being reactive to daily noise.

= The Paradoxical R= esult

The irony? Since I sto= pped obsessively tracking our numbers, they've improved dramatically. B= y focusing on the activities that actually move the needle=E2=80=94talking = to customers, refining our product, building my team, closing deals=E2=80= =94I've created the results I was previously just hoping to see.=

This isn't about ignoring data or f= lying blind. It's about using metrics strategically rather than compuls= ively. It's about being intentional with your attention.

What This Means For You<= /span>

If you find yourself reflexively= checking dashboards multiple times a day, ask yourself:

    Is t= his check-in informing my strategy, or just feeding my anxiety?

    <= /li>

  • Could I be spending this time doing something that actually improves th= ese numbers?

Clos= e those dashboard tabs. Set a specific time for metrics review=E2=80=94week= ly or even monthly for most measures. And spend the rest of your time doing= the work that actually creates the results worth measuring.

Because when it comes to startup success, watch= ing the scoreboard doesn't win the game=E2=80=94making the right plays = does.

And no amount of refreshing= your analytics will substitute for the hard work of finding, understanding= , and serving your customers.

Do= you ever get glued to your dashboard or forecast? Or am I the only one to = get stuck in a loop. Hit me back and let me know which dashboard you get st= uck on.

Collin

PS -

=
3D"yt"<= /a>3D"in"
 
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