The most common question people ask when they need performance measures (for whatever reason) is also the worst question you can try to answer. (more…)

Try this formula for the right number of KPIs or performance measures that you truly need, so you can stop drowning in too many KPIs or thirsting for more. (more…)

There are many reasons why people might initially commit to goals and KPIs, but it's better to work with the reasons why they will *stay* committed. (more…)

The building blocks of KPIs and performance measures is detectable evidence. And evidence is detectable when it is sensory. (more…)

Writing a good performance measure requires four essential parts to make it both understandable and implementable. (more…)

Many believe that we should measure the positive (what we want) rather than the negative (what we don't want). Should we always? (more…)

If your organisation's leaders write the strategic direction, but delegate the strategic KPI design, the strategy won't be executable. (more…)

Does this sound back-to-front to you? It's not. Knowing your results before you look for measures is the only way to get the measures you need. (more…)

One of the shortcuts we take with performance measurement is to adopt KPIs that already exist somewhere. But these shortcuts come with traps. (more…)

We cannot afford to measure everything. We have to be ruthless about what's worth measuring. And to be ruthless, goals must pass the Should, Can, Will test. (more…)