Modern-day wisdom says that nothing changes without leadership from the top. And that's the excuse many give for not pursuing the changes they know are desperately needed. Performance measurement is one of these changes that is desperately needed, but rarely driven from the top.

Whether or not you're using the PuMP Measure Design technique to design your measures, you'll do yourself a favour to note these common traps people fall into when designing their measures. Avoid them!

What's the real role of performance measurement? To serve the bureaucratic machine? To keep an eye on employees? To hold executives accountable? Does the role change depending on whose measuring and what they're measuring? I don't believe so. I believe that performance measurement's role is universally comprised of three specific things.

If you don't have time to measure what matters, poor performance will continue to use up more of your time. Here are 5 strategies to give a higher priority to measurement.