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...

It's a great idea to diagnose where your own performance measurement process might be in most need of improvement, because if you want more meaningful performance measures and KPIs, you need to change the process that you use to produce them. <...

There are many, many symptoms of a broken performance measurement process, and while I don't particularly want to dwell too long on this topic, you might find it useful to have a quick reference list of most typical of these symptoms.

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

Let's take a peek at what a typical week might hold for a happy Performance Measurement Practitioner: (more…)

There are no professional guidelines (yet) which define what it means to be a Performance Measurement Leader - not like there are for Accountants, Project Managers, Finance Officers and Engineers. So there's little wonder that there are so many talented and capable performance measurement practitioners out there who are underselling themselves. Are you one of them? Find out with this quiz: ...

What is a Corporate Performance Office, will it really help you implement KPIs for strategic performance improvement, and do you really need one? (more…)

You're not truly implementing performance measurement - nor getting the gains it will deliver - if you don't have your staff, your colleagues and your managers engaged. Nor do you have to wait until they are engaged before you get started! Adapting John Kotter's process for leading change, which he details in his book "Leading Change", here are 8 steps you can follow, as the performance lead...

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...