As a thought leader with a message that I desperately want to share with the world, reaching out to as many people as possible is critical to success. No point shouting from the rooftops "hey everyone, measure what matters!" because few people pay attention to rooftops, actually. I have to find other ways to reach out, but I've been failing...

Guest author Martin Klubeck, author of Metrics: How to Improve Key Business Results, reminds us just how easy it is to fall into the trap of making our measures the end goal, and why we must make sure we stay connected with our intended results.

One of my performance measures is Measure Up Unsubscribe Rate, the proportion of readers who unsubscribe from this newsletter. Sometimes it's what I write about that makes them unsubscribe. And that can make the Measure Up Unsubscribe Rate will spike up. Should I worry about this?

Call centres and technical support and help desk managers love to measure their staff. The belief is that when they can measure someone, they will have more control over the performance of the person or the work. But the control is an illusion...

The best and most meaningful performance measure in the world can be rendered utterly useless if no one is clear about who should interpret and use it. (more…)

How to create a KPI traffic light dashboard or traffic light report to highlight signals in a clear, valid and constructive way, and avoid the 3 big problems. (more…)

Whether you're measuring hard facts like sales and revenue and cycle time, or softer perceptions like satisfaction and agreement, those measures need to be scientific. Here's why.

If you don't take care in naming your performance measures, you end up with problems like different measures having the same name, the same measure having different names, and people getting confused about what the measure is about. That's messy. So don't take naming your measures too lightly.

Not much has changed over the past 20 years, since the Balanced Scorecard threw a big spotlight on performance measurement. People still don't measure performance well enough, despite all the helpful frameworks that have come into being. Personally, I've noticed that people still have the same old struggles in measuring what matters. What should we really be aiming for in performance measuremen...

A problem many of us have is too many measures and, consequently, too much to improve. We need to prioritise, but we somehow don't do it well enough. Here's a method to focus on what really matters most, that has over 116 years of proof that it works.