Owner/managers are great at measuring the output of employees and departments. However, bosses tend to rest upon their laurels and by putting on a good show of working hard for long hours. Managers of small enterprises often don't have the luxury of just putting on a show. Their economies of scale demand productive output.
Most managers measure the specific output records of sales, production and other staff members. Fewer apply the same procedure to their own actions. The manager should hold himself or herself accountable.
Better leadership springs from demonstrating with output and accomplishments rather than playing the game of, "look how hard I'm trying."
A greater feeling of well-being stems from attaining specific objectives. Do you believe your sub-conscious is aware of any self-deception?
Test the validity of this maxim with this suggestion. Use a spreadsheet as a simple recording or control device where: (a) units of output are listed in the first column, (b) objectives in the next, (c) followed by columns with working-date headers where accomplishments are recorded and, (d) performance ratios for the month on the far right column(s). Record interactively or manually on a printout for later electronic input.
Stories from members will add great value to these maxims.
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