How Do You Identify The Metrics that Measure You To Show Value

http://blogs.hbr.org/johnson/2010/11/your-own-kind-of-moneyball-the.html?cm_mmc=email-_-newsletter-_-management_tip-_-tip121610&referral=00203&utm_source=newsletter_management_tip&utm_medium=email&utm_campaign=tip121610

“Once we’ve identified our best skills, and figured out how to measure them, we are well on our way to maximizing our value.”

If you can measure what you do best, you'll get paid what you're worth.

If you can't measure it, you'll have a harder time putting a price on it. No price tag, no getting paid what you're worth

"When the A's acquired MLB relief pitcher Chad Bradford from the White Sox, Bradford's standard pitching metrics were respectable, but his fastball came in at 81-85 mph, and he looked funny when he threw — the scouts made fun of him. But because the A's thought about measurement more comprehensively than the other teams, Beane knew Bradford was a steal.
According to Lewis, "Chad Bradford gave up his share of hits per balls in play, but, more than any pitcher in baseball, they were ground ball hits. His minor league ground ball to fly ball ratio was 5:1. The big league average was more like 1.1: 1. Ground balls were not only hard to hit over the wall; they were hard to hit for doubles and triples." Bradford eventually signed a three-year, $10.5 million deal with the Baltimore Orioles."

1) Talent Developer — tally the number of team members for whom a manager has brokered a move into other areas of the organization; 2) Innovator — did they create an environment that fosters innovation as evidenced by the number of ideas generated by their team; 3) Value Integrator (a manager who analyzes and synthesizes information and turns it into a competitive asset) — count, for example, how many cash management strategies came from their division? The number of M&A points of integration? Or, how many Lean or Six Sigma initiatives were successfully implemented?"

Because headline metrics rarely tell the whole story, you need to find the metrics that do, whether running a business or managing your career. That's what conflict negotiation and mediation teaches — whenever you walk into any negotiation you need to know how to value what you are bringing to the table, to put a price tag on it. Getting paid what you are worth is ultimately a negotiation. When you can identify your disruptive or best skills, and then present metrics that establish your value (creating them if need be), you can communicate your value. Are you ready to play some moneyball?

How do I have a better relationship with my manager?

10 Simple Questions That Will Win Over Your Boss
1.Ask what he thinks you can do to be more effective.
2.Ask what her top three priorities or goals are.
3.Ask what you can do to make him more effective.
4.Ask what you can do to make the team more effective.
5.Ask if he’s interested in knowing what will make your job easier.
6.Ask what her take is on the company’s top priorities and goals.
7.Ask what he thinks you should do differently or improve upon to be more effective.
8.Ask if she’d like to meet periodically, one-on-one, and if so, how frequently and what format would she like the meeting to take. Then set it up.
9.Ask what his philosophy is on your shared functional responsibility, whatever that is, i.e. marketing, HR, IT, engineering, finance.
10.And, if the meeting’s open-form and you feel it’s appropriate, ask about her background. Most people like to talk about themselves and how they got there, as long as they don’t feel like they’re being grilled, pumped for information, or played in some way.