Archive for the ‘Getting Executive Support’ Category

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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There are some very good reasons why managers and executives DO give time and resources to performance measurement. And understanding these reasons is your key to reframing the value that performance measurement can have for the manager or executive who so far has no interest in supporting it.

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One of the things that separates organisations who race ahead with their performance measurement from those that spin their wheels is the cross-organisational Measures Team.

A Measures Team is a group of representatives from the various groups within your organisation, who are the leaders or facilitators or coordinators of performance measurement in their group.

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Are you struggling to get executives, managers and colleagues to want to measure performance?

Do you keep telling them how important it is, how it’s essential to high performance, but they still don’t care?

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Question: What words do people use to describe performance measurement?

Answer: Boring. Dull. Bureaucratic. Effort. Nerdy. Challenging. Threatening. Irrelevant. Failure. Fad.

Words we’d rather hear describing measurement: Curious. Insightful. Relieving. Motivating. Focusing. Priorities. Improvement. Success. Achievement.

For many reasons, people are more likely going to have negative feelings about measuring performance. And before you’re going to win their enthusiasm to take measuring performance seriously, you have to spin those feelings around.

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It’s always going to be harder, longer and more painful to embed good performance measurement into an organisation whose leaders don’t champion the effort.

Sure, you can get some great traction by introducing performance measurement here and there, to assist a team in measuring the impact of a project, or to solve a known problem in their processes, or to demonstrate the impact they create for the resources they get. But truly embedding performance measurement as an accepted and valued part of doing business is an uphill battle without management support.

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