We want people to buy in to KPIs, metrics and measures, because it's through people that measuring performance becomes improving performance. But they don't buy in because it's boring, it's often used as a big stick, and it's not easy to meaningfully measure what matters. What can you do?

Measuring performance takes time, effort and money. You have to stop your "real work" to figure out what's worth measuring and set up the data capture and reporting to measure it. So in times like these, when everyone's cutting budgets, downsizing and cancelling non-core projects, should performance measurement go on the backburner too? Imagine that you do stop investing in performance me...

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.

Most performance measurement systems are never fully brought to life because of poor performance culture change management. The following prompts are a framework to design your performance measurement system, acknowledging that it is a change process, just like any other initiative your organisation faces in the spirit of continuous improvement and adaptation.

We all know that what you measure influences people's behaviour. So if you want people to collaborate to improve corporate performance, rather than compete to improve personal performance (often at the expense of corporate performance), measure for collaboration, not competition.

Measuring what matters is more important than most things we do. Here are 21 ways to become more conscious of what you can stop doing, to make time for performance measurement. (more…...

How fast you can get from "We need some measures," to "Wow, what a cool performance report!", the better. (more…)

It's time to take performance measurement and management seriously. We've wasted too many years playing around at the edges of measuring performance in our organisations. Debating over what kind of scorecard framework to use. Investing in dashboard software because of the bells and whistles and flashing traffic lights. Measuring things just because we ...

Santa Claus is one amazing character. To avoid disappointing any of the estimated 380 odd million Christian children in the world on Christmas Eve, Santa Claus needs to be capable of some pretty spectacular performances:

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?