每日原则：制定量化评价工具。

量化工具能够通过提供数字、仪表盘的报警灯等方式说明机器运转的状况， 是进行评价的客观途径，并对提高生产率往往有良好功效。 如果你的量化工具足够好，就可以对你的员工在做什么及做的怎样有全面、准确的判断，你几乎可以仅靠该工具来进行管理。

在制定量化工具时，要考虑到你为了解事物进展而需要回答的最重要的问题，并设想哪些数据可以提供答案。 不要将你已有的数据按你的意图去粉饰，因为那样做无法得到你需要的。 要从最重要的问题着手，并设想一个会给出答案的量化工具。

要记住，任何一个量化工具都可能给出误导的信息，你需要足够多的证据来寻找规律。 当然，输入到量化工具中的信息也需要经过准确性评估。 从打分者给出的分数平均值中，可以看出是否存在不愿给出负面评价的情况。 那些给出很高平均分的可能打分标准比较宽松，反之亦然。 “强制排名”即人们必须对同事表现进行从优到劣的排序，也有帮助。 强制排名与曲线定级概念基本一样。 能进行跨部门、跨团队独立评分的量化工具特别重要。

Metrics show how the machine is working by providing numbers and setting off alert lights in a dashboard. Metrics are an objective means of assessment and they tend to have a favorable impact on productivity. If your metrics are good enough, you can gain such a complete and accurate view of what your people are doing and how well they are doing it that you can almost manage via the metrics alone.

In constructing your metrics, imagine the most important questions you need answered in order to know how things are going and imagine what numbers will give you the answers to them. Don’t look at the numbers that you have and try to adapt them to your purposes, because you won’t get what you need. Instead start with the most important questions and imagine the metrics that will answer them.

Remember that any single metric can mislead; you need enough evidence to establish patterns. And of course the information that goes into the metrics must be assessed for accuracy. A reluctance to be critical can be detected by looking at the average grade each grader gives; those giving higher average grades might be easy graders and vice versa. Similarly helpful are “forced rankings,” in which people must rank co-worker performance from best to worst. Forced rankings are essentially the same thing as “grading on a curve.” Metrics that allow for independent grading across departments and groups are especially valuable.