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.

Most strategy just isn't measurable. That means your goals or objectives probably need a little work before you should bother asking that question "how do you measure that?" (more…)

Well this is not an exhaustive list by any stretch of the imagination, but it is a list of the bad habits I see the majority of my clients consistently practicing when it comes to choosing, creating and using performance measures or KPIs.

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.

One of the worst problems that makes strategic outcomes hard to measure is the excessive use of 'weasely' language. And you'll know what I mean if your strategy is full of words like efficiency, productivity, sustainability, or even performance outcomes.

Despite frameworks about what makes a goal worth measuring, like SMART, many of our goals are still not meaningfully measurable. Try these 5 questions instead... (more…)

Performance measurement is a left-brain concept. But more people can become engaged when metaphors translate that concept for the right brain. (more…)

Marketing outreach is essentially sending a message out into a target audience, to attract more people that our organisation or business exists to help. It can be time consuming and expensive, so we want to make sure it’s working. But what do you measure to find that out?

We have lots of reasons not to measure performance: not enough time, not enough good data, not enough engagement from colleagues, not enough support from leaders, not enough clarity in our goals, not the right timing, and so on. These are all constraints. But they shouldn't be showstoppers.