I've been thinking about achievement lately, and why some people do it regularly, and others just struggle. Certainly in my own likelihood to achieve, I see a pattern. And I reckon I see a similar pattern when it comes to how likely my clients are to succeed with performance measurement.

When we want people to understand and adopt a new idea, often we rush in, guns blazing, and overwhelm them with too much "how to", too soon. We might be excited about the new idea, but they will be wary. Another band wagon, another fad, another distraction from their "real work". So we need a gentler approach that starts from where they are, not where we are.

Often, new performance measures can't be constructed on existing data. We've not measured them before, so not thought to collect that kind of data before. Sadly, too many important and useful measures are not brought to life because of too much procrastination in gathering the data. Guest author, Jerry, shares a great example of how to handle this problem, from his experience w...

The project team gets together and sets the scope of their KPI project. They outline the steps that need to be followed. They specify how much time to allow for each step. They define the report to be delivered at the end of the project. Then they call for quotes from KPI consultants. And even though this hasn't worked in the past, they wonder why it doesn't work again.

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.

Seth Godin wrote a great little piece called Show Your Work,about why we should show people our work before it's done, before it's perfect, before it's ready. This invites their collaboration, and better work is the result. Do you do that when you work on KPIs?

Weasel words are the enemy of measurability. When a goal is written with them - agile, benefits, capacity, diversity, efficiency, fit for purpose, holistic, livability, productivity, sustainability, and so on - that goal is impossible to meaningfully measure. But yet there is often resistance to removing those weasel words.

To make useful progress with KPIs, we have to get over our obsession with getting it right, doing it perfectly and waiting for all all the planets line up before we get started. We’d be waiting for ever. And one way to get over these types of procrastination is simply to start where the energy is.

Problem: You have to sit down with your team, and work out your performance measures. You want it to be collaborative and fruitful, but you're dreading it because in the past it's generally been cumbersome and futile. Solution: You have to do something different.

One of the biggest objections to measuring performance is the perceived effort and time it will take to do it. Is it true? Is the benefit of measuring not worth the burden? (more…)