Most executive and management resumes that I rewrite suffer from an acute condition. The condition? Missing KPIs (Key Performance Indicators). The cases that I have diagnosed and cured are either completely lacking in metrics, or so number-infused that they come across more like a balance sheet! [Yawn.]
You need the qualitative and the quantitative.
Keep in mind that while quantifying is critical, connecting with a human being is your ultimate goal. You can’t have numbers without a story, and you can’t have a credible story without the numbers. Why? You must create an evidence-based executive resume so that you outdistance competitors with facts + unique value offer + passion. So how do you strike that balance and why should you?
Let’s Talk About The Numbers
According to Wikipedia –> “A performance indicator or key performance indicator is a type of performance measurement. KPIs evaluate the success of an organization [employee/leader] or of a particular activity in which it engages.”
According to Scrum.org –> “Evidence-Based Management is a framework organizations can use to help them measure, manage, and increase the value they derive from their product delivery. EBM focuses on improving outcomes, reducing risks, and optimizing investments.”
Why am I quoting the above sources? You see, once you wrap your mind around 1. that you are a brand and 2. that you must advertise ROI, you will understand the need to quantify your contributions and punctuate your distinction, guarantee a return on your salary, and calm an employer’s risk concerns.
Let’s Explore What You Can Quantify
This varies depending on your role. Many careerists think that if they are not in sales or business development positions that they cannot quantify their contributions. I disagree. You see, your job has been created for a reason; it impacts something else and that something else is tied to some type of metric for the company.
If your company isn’t doing so well find other ways to measure. For example, how did your company/unit/department fare in the face of competition?
Here are other ways you can try and dig for metric opportunities:
- How has the company evolved since you’ve been on the payroll?
- If you can’t measure financials, can you measure improvement in delivery speed? Quality? Employee performance? Employee engagement? Team growth? Social media footprint? Cost savings? Customer engagement? Brand equity? Global exposure? Opportunities? Yes, opportunities. Have you positioned the company to gain? What’s the valuation of that opportunity?
The Bottom Line
There is always a way to measure and track your performance. Moving forward, keep track and you’ll be able to whip up those KPIs when you are ready to spruce up your resume.
So, don’t get distracted in the next meeting when your Chief Revenue Officer is talking about quarterly financial performance. If you are in the room, the outcomes become (directly or indirectly) part of your evidence-based resume.