Track lead and lag indicators

Measure the behaviors you control (lead) alongside the results they produce (lag).

Why it works

Results (lag indicators) arrive late and cannot be acted on directly, so steering by them alone means you only learn you are off course once it is too late. Tracking lead indicators — the controllable behaviors that drive results — gives early, actionable feedback you can adjust this week, while the lag confirms whether the behaviors are working.

How to do it

1. For each goal, name the lag indicator (the result you ultimately want).
2. Identify the lead indicators — the weekly behaviors you believe drive that result.
3. Score your execution on the lead indicators weekly, not just the eventual outcome.

Evidence

The lead/lag distinction is a management and measurement concept; tracking controllable behaviors gives faster feedback than outcome-only metrics. This is sound mechanistic reasoning rather than a result from a specific trial. (mechanistic)

A lead indicator is only useful if it genuinely drives the lag; a plausible-but-wrong lead metric produces busywork that never moves the result.

Sources

• Lead/lag indicator concept from performance-management practice

Common mistake

Tracking only the final result (the lag) and discovering in week 11 that the behaviors were never going to get there.