When people have a fear of KPIs, of under-performance or bad decision-making being exposed, performance cannot improve. We have to kill the fear of KPIs. And we can. (more…)

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…)

What is a surprise to most CEOs is just how much leverage measuring the right things gives to creating a high-performance culture. (more…)

Wouldn't it be great to find KPIs that instantly inspire teams to execute strategy, reach targets and boost performance? Good luck with that. (more…)

Buy-in is choice. Sign-off is obligation. Choice has loads more energy, that sustains itself longer, than does obligation. For buy-in to KPIs and performance measurement, people must be involved because they choose to, and not because they’re obliged to.

A performance culture - including performance measurement practice - should be led from the top. But it doesn't always happen that way. When leaders won't lead KPIs, the best thing to do is be... courageous.

by Mark Hocknell, PuMP Partner

Measurement is the most practical way to create a performance culture that is capable of taking the journey to become a high-performance organisation. But it won't work quickly enough, or nearly as well, if it doesn't start with the senior leadership team.

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.

Mission statements really ought to state the ultimate purpose of an organisation - its desired impact on its customers. To know if an organisation is fulfilling its mission (and isn't that important to know?), it needs to be measured. But most mission statements are immeasurable.