Archive for the ‘Getting Buy-in To Performance Measures’ Category

The people who make up your Measures Team aren’t in it for the glory or the glamour. No, performance measurement can be a dirty job, particularly when you’re faced with an organisation that stills sees it as threatening, boring and a bureaucratic waste of their time.

So you must keep your Measures Team focused on the real prize: the pride of leading others to successful organisational or business performance transformation. And here are a bunch of tips to prepare them for that kind of success:

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IN THIS EPISODE:

Feature: 7 Tips to Prepare Your Measures Team For Success.
Q&A: How do you build the motivation to improve performance skills and making them important to the staff?
Quick Tip: Success loves speed.

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IN THIS EPISODE:

Article: How to Rebut 3 Common Objections to Measuring Performance.
Q&A: Does linking salaries and rewards to performance change people’s attitudes and behaviour to ensure effectiveness?
Quick Tip: What to do when you don’t have the buy-in to start measuring performance.

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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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Our typical approaches to get people to take ownership of performance measures or KPIs don’t work very well, do they?

The solution is to completely reframe what it means to “buy in”: instead of trying to ‘get’ people to buy in, we need to instead ‘let’ people buy in. That means taking a very different approach to how we normally work together in business.

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It’s obvious to most people why people who work in the strategy office, or even in quality or process improvement roles, need to have some degree of performance measurement skill. But that’s not sufficient if your goal is to have a consistent approach to selecting performance measures throughout the organisation that keep everyone focused on what really matters in achieving the organisation’s strategy.

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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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Performance measurement is a process, not an event. It’s a series of specific activities for creating, implementing and using performance measures, and it’s not just a brainstorming session on the tail-end of your business planning workshop. If you don’t take each step in the process deliberately, there’s little wonder your performance measures or KPIs just aren’t measuring up.

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Possibly at the root of all objections people have to measuring performance and having KPIs is their beliefs about why we do it. Before you can successfully overcome all the other typical objections people have – like not having the time, not knowing where to start, not seeing the need for it – you need to be sure first and foremost that people understand the real reasons why we measure performance.

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