5 Stars -- Important Performance Management Lessons That Speak to Everyone Gary Cokins asked me to endorse this book. And I didn't hesitate, for the value of Chapters 33 and 34 alone!

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...

It's a great idea to diagnose where your own performance measurement process might be in most need of improvement, because if you want more meaningful performance measures and KPIs, you need to change the process that you use to produce them. <...

The Balanced Scorecard was the turning point for measuring non-financial performance. But that doesn't mean it's a KPI performance measurement tool. (more…)

There are many, many symptoms of a broken performance measurement process, and while I don't particularly want to dwell too long on this topic, you might find it useful to have a quick reference list of most typical of these symptoms.

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

Let's take a peek at what a typical week might hold for a happy Performance Measurement Practitioner: (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...