For over a year Michelle and the Strategy Team worked to find a set of performance measures their Executive Directors would accept. The Executive Directors hated those measures. Could the Strategy Team ever come up with measures their leaders would accept?

If there's still some uncertainty or cynicism about performance measurement in your organisation, I'd suggest don't rush in and try and implement a corporate-wide performance measurement approach all at once. You'll probably get more traction if you get started with performance measurement using a pilot project.

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...

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

It happens all the time: we inadvertently measure the same thing, more than once in our businesses and end up with two or more different versions of the truth.

We almost all do it: hang on to performance measures that we really don't need. Believe me, measuring what doesn't matter does more harm than good! When you're measuring what doesn't matter, you're using up resources better spent analysing and improving, rather than reporting. And people's focus will be fractured by the sheer volume of data that's put in front of them.

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...