KPIs have a bad reputation, from bad pasts experiences people have with them. But we can't let their reputation become the truth about them. (more…)

In this case study with Jennifer Pontzer, we discuss a practical and powerful tool that can help you get people interested in KPIs and measuring performance, and build their buy-in and ownership from the start.

Many of us struggle to get the support and buy-in to establish a proper and deliberate performance measurement methodology in our organisations. The timing just isn't right, or you just don't have a compelling enough case yet. One way to get started is to practice your own advice, personally.

Particularly in larger organisations, not much organisation-wide change can happen (and stick) without executive support. Implementing a new performance measurement approach is particularly hard without executive support. But there is a way to win executive support for KPIs. A way that consistently works...

Many people say they don't have the support to do performance measurement, that their leaders or colleagues don't see the value in it. What you need to do is take a different tack, and hook into what your leaders and colleagues *do* see value in. Make it about fixing a problem, not measuring performance.

Most agree that performance measurement is very important. But it fails to get implemented often because it's not seen as urgent. So sometimes, your starting point needs to be to create that urgency, to set the platform on fire.

Call me kitsch but I can't help myself: It's the start of another fresh, unadulterated new year that's pregnant with the promise that things can and will be better (THIS time) and so I offer to you these potential KPI resolutions for the new year ahead.