As the year winds down, many leaders find themselves in a familiar ritual: closing the books, reviewing revenue targets, and drafting ambitious financial goals for the year ahead. These practices are important. But after years of designing teams and advising organizations at different stages of growth, I’ve come to believe that the most valuable year-end ritual has little to do with money alone.

Instead, it’s about setting nonfinancial metrics alongside your financial ones.

Revenue tells you where your business landed. Nonfinancial metrics tell you why and whether the success you’re chasing is sustainable. They reveal the health of your organization from the inside out, often long before that health shows up on a balance sheet.

The quiet stretch between Christmas and New Year’s is an ideal time to step back and ask a different set of questions. Not just Did we hit our numbers? but What did it cost us to get there? And What kind of organization are we becoming in the process?

Why Financial Metrics Alone Aren’t Enough

Financial metrics are essential, but they are lagging indicators. By the time revenue dips or margins tighten, the underlying issues such as burnout, disengagement, inefficient processes, or stalled innovation have often been present for months or even years.

Nonfinancial metrics, on the other hand, act as early signals. They help leaders understand whether the systems, culture, and behaviors inside the organization are aligned with long-term success.

Consider employee engagement. Teams that feel trusted, challenged, and supported tend to deliver better work, collaborate more effectively, and stay longer. Gallup research shows that highly engaged teams deliver significantly better business outcomes—including up to 23% higher profitability and 41% lower absenteeism—indicating that engagement metrics act as early predictors of future performance rather than just retrospective measures.

Or look at client satisfaction. Loyal clients don’t just renew contracts; they deepen their engagement and/or refer others and become partners in growth. Operational efficiency, learning velocity, and innovation milestones similarly tell a story about whether an organization is built to adapt.

When these indicators are strong, financial results often follow. When they’re ignored, revenue gains can be fragile or short-lived.

Making the Intangible Measurable

One reason leaders shy away from nonfinancial metrics is the belief that they’re too “soft” to track. But meaningful doesn’t have to mean vague.

The key is choosing a small number of metrics that reflect what actually matters in your context. A startup might track time to decision or experiment-to-launch cycles. A growing team might focus on employee engagement scores, internal mobility, or manager effectiveness. A client-facing organization might prioritize retention, net promoter score, or qualitative feedback trends.

These metrics don’t need to be perfect or overly complex. What matters is consistency and intent. Even a quarterly pulse survey or a structured retrospective can surface patterns that financial numbers alone won’t reveal.

For individuals, the same principle applies. Instead of setting only income or productivity goals, you might track energy levels, learning hours, or the quality of your working relationships. These nonfinancial indicators often predict performance more accurately than output alone.

Turning Reflection Into Ritual

The end of the year offers a rare pause: a liminal space where urgency softens and perspective sharpens. Rather than rushing straight into next year’s goals, consider making reflection a deliberate leadership ritual.

Start by reviewing the nonfinancial signals from the past year. Where did momentum build naturally? Where did friction show up repeatedly? Which systems supported your work, and which quietly drained it?

Then, as you look ahead, set intentional nonfinancial metrics alongside your revenue targets. Ask yourself: If we succeed financially next year, what must also be true about our people, processes, and culture?

Write those answers down. Revisit them quarterly. Talk about them as openly as you discuss financial performance.

A Different Kind of New Year’s Resolution

New Year’s resolutions often fail because they focus on outcomes without addressing the conditions required to sustain them. Nonfinancial metrics flip that script, shifting attention from sheer output to the inputs that make great work possible.

In doing so, they offer a more humane, and ultimately more effective, approach to leadership and work. They remind us that organizations aren’t machines that run on numbers alone. They’re living systems shaped by trust, clarity, learning, and adjustment.

As the year draws to a close, you can still set ambitious financial goals. Just don’t stop there. Pair them with measures that reflect the kind of organization—and leader—you want to be.

Because when you measure what truly matters, the numbers tend to take care of themselves.