Leaders won’t measure performance as an end in itself. In fact, they won’t buy in to it at all unless they see it as a means to achieve specific results that are important to them.

Too many performance measurement implementations fail before they start, because the purpose of measurement hasn't been properly framed for the organisation's current culture.

There is still a purpose to objective evidence, like measurement, to inform a world that is driven so overwhelmingly by opinion. (more…)

When teams see how their actions can make a difference to even a single KPI, it can trigger a new performance culture. (more…)

If you don't want leaders to shoot down your new approach to develop better KPIs or performance measures, don't load their gun. (more…)

We need the leadership team to support better measurement, but how we garner their support depends on their level of KPI consciousness. (more…)

Teams reach performance excellence much sooner by increasing their engagement in measuring before increasing the sophistication of what they measure. (more&hellip...

Government outcomes are particularly challenging to measure meaningfully, because they are intangible, long-term, and seldom directly impacted by a single department’s or agency’s actions. (more…)

Dave Stachowiak, host of the Coaching for Leaders podcast, interviews the author of Practical Performance Measurement, for a practical dive into the first chapter. (more&hel...

Herman Hudepohl began leading the introduction and implementation of PuMP into the New Zealand Defence Force almost four years ago now. In this interview you'll get insight into his approach for making this organisation-wide change.