Archive for the ‘Getting Executive Support’ Category

At a recent in-house Performance Measure Blueprint Workshop I ran for a client, one of the participants came up to me at the end of the 2 days and admitted that he’d come to the workshop very cynical and expecting to learn nothing new. He quickly went on to say that he experienced just the opposite and gave me a hug to say thanks!

If it was always that easy to turn the KPI cynics into KPI advocates, then the world would be a radically different place on account of all of us easily measuring exactly what mattered. But that ain’t the case, is it?

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IN THIS EPISODE:

Feature: How to Handle the KPI Cynics.
Q&A: Should you avoid picking the cynics for your Measures Team?
Quick Tip: Questions are sometimes better than answers.

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Download mp3

Many people are on a quest to find the perfect performance measures or KPIs. They’ll search KPI databases for the measures that get 5-star ratings. They’ll hire consultants to benchmark the best KPIs in their industry. They’ll commission universities to conduct research to craft special KPIs for their seemingly immeasurable performance outcomes.

And they’ll more than likely fail to find useful performance information to improve their business performance any time soon. If ever. And here’s why:

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Recently, one of my Performance Measure Blueprint attendees, Greg, sent me an email with the subject line “I thought you might get a laugh out of this – My first Measures Newsletter”.

I opened it, read it and then hit “reply”:

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IN THIS EPISODE:

Feature: Inspiring People to Make KPI Progress.
Q&A: How do you keep performance management fresh?
Quick Tip: A cool way to keep track of your KPI project’s progress.

Subscribe at iTunes or listen here:

Download mp3

Managers and Executives don’t usually invest in performance measurement, they invest in the benefits that good performance measurement will bring them, so long as those benefits are relevant to what’s on their radar right now. And that’s the role of a good KPI business case: to show how better performance measurement can make it easier and faster to achieve their priorities.

Here are the ingredients of a good KPI business case:

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You’ve done your research, you’ve prepared your case, and your next step is to try and convince managers and colleagues to endorse your proposal for a performance measurement project. And you brace yourself because you know what’s coming…

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For over a year Michelle and the Strategy Team worked to find a set of performance measures the Executive Directors would accept, and to no avail. With the help of a little external pressure to get that Corporate Plan measured, they eventually got the okay to bring in a consultant (yours truly) to facilitate the Executive Directors to craft their own suite of performance measures.

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If there’s still some uncertainty or cynicism about performance measurement in your organisation, I’d suggest don’t rush in and try and implement a corporate-wide performance measurement approach all at once. You’ll probably get more traction by starting your performance measurement journey with a pilot.

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There are at least three good reasons why your authenticity as a performance measurement practitioner really matters. Firstly, people need quite a bit of coaching before they’ll trust performance measurement. Secondly, you’re going to need an energy source to persist until people stop resisting measuring. Thirdly, inspiration works much better than edict at engaging people to measure. Your authenticity boosts all these things.

Want to know how to boost your authenticity?

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