Admit it - you've either heard or uttered these words when faced with a goal that was intangible or fluffy: "That's not measurable!" (more…)

It's always going to be harder, longer and more painful to embed good performance measurement into an organisation if we don't engage managers to measure performance and champion the effort. ...

There are at least three good reasons why your authenticity as a performance measurement practitioner really matters. Do you know what they are? (more…)<...

People can feel very threatened by performance measures, when they feel the measures are judging them personally. That's the topic of this Harvard ManageMentor video with Stacey Barr.

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 perform...

In performance improvement, a few important terms are often confused or misused. So, exactly what are benchmarks, baselines, targets and standards? (more…)

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 if you get started with performance measurement using a pilot project.

The following case study is an excerpt from my book, Practical Performance Measurement: Using the PuMP Blueprint for Fast, Easy and Engaging KPIs. It's about how a team in the Federal Aviation Administration in the United States used a simple performance measure to dra...

Following the performance measurement framework of PuMP®, this diagnostic tool will facilitate a discussion about how performance measurement currently stands in your organisation, and will broaden people's awareness of what good performance measurement is really all about. It contains clear instructions for how to facilitate the discussion, a rating scale to assess your current performance ...

Certainly one of the biggest objections to measuring performance is the amount of time and effort it takes to do it properly. Executives, managers and staff alike somehow believe that it should be fast and easy, a trivial task they can just 'get out of the way' and go back to their 'real work'. It's because they believe in the same BIG lie.