Some metrics sound important—until you ask what decision they actually inform.
In boardrooms and dashboards alike, certain numbers dominate the conversation. They’re easy to track, simple to visualize, and often trend upward. But when it’s time to make a strategic call—invest, pivot, scale, or pause—these metrics fall silent. They offer no insight into risk, no signal of readiness, and no guidance for action. They’re the metrics that weren’t.
In Part I, we explored vanity metrics: follower counts, page views, and download totals that feel impressive but rarely correlate with value. In Part II, we turn our attention to boardroom distractions—metrics that masquerade as strategic but fail to drive decisions.
Take Net Promoter Score (NPS). It’s widely cited, often celebrated, and easy to benchmark. But without context—segmented by customer type, tied to retention, or paired with time-to-value—it’s just a number. A high NPS doesn’t guarantee renewals, referrals, or profitability. It’s a sentiment snapshot, not a strategy signal.
Or consider total revenue. It’s the headline figure in every investor update. But without margin, CAC, and retention layered beneath it, revenue can mislead. A company might be growing top-line while bleeding bottom-line. Without disaggregation, revenue tells you what happened—not whether it was good.
Even engagement metrics can misdirect. A spike in app usage or email opens might suggest traction, but unless it’s tied to value realization or conversion, it’s noise. The real question isn’t “Are people clicking?” It’s “Are they progressing toward outcomes that matter?”
So how do you spot a metric that wasn’t?
Ask: What decision does this metric inform?
If the answer is vague, delayed, or disconnected from strategy, it’s probably not the right metric. Metrics should guide action, not just decorate reports.
Ask: Is this metric disaggregated?
Blended averages hide the truth. Segment by product, geography, customer type, or channel to reveal what’s really happening.
Ask: Does this metric correlate with value?
If it doesn’t tie to margin, retention, or strategic readiness, it’s not helping you lead.
The best leaders audit their dashboards with discipline. They strip away the metrics that feel good but don’t guide. They elevate the ones that reveal tension, tradeoffs, and opportunity. And they build systems that turn data into clarity.
Because in the end, metrics aren’t just numbers. They’re choices. And choosing the wrong ones is the first step toward strategic drift.
This post is part of the Behind the Metrics series, where we unpack the numbers that drive strategic clarity and sustainable growth.
Want help auditing your dashboards or aligning metrics with board-level decisions? Let’s talk.