“Get me a dashboard!” is an all too common leader demand that echoes in office hallways and virtual meeting rooms, but do these urgent requests get executives what they really need?
I love techniques like “appreciative inquiry” and other such approaches that help us focus on the positive descriptors of what’s working and when we are at our best. However, for cases when specific skills are needed to achieve something important and when risks are high, it’s just as necessary to be able to spot when something is going wrong.
Crisis of any kind can put us into a state of paralysis. It can feel like the corporate strategy we spent months on and the meticulous project planning that followed needs to be tossed out – baby and bath water. And you are likely right. Why? Because the future is and always has been uncertain, and no amount of strategic planning will change that.
Managing through COVID means doing things differently, and that is just what my client, a tourism marketing organization (TMO) that has been putting PuMP® into practice since 2015, did when they needed feedback and buy-in on prioritized potential measures.
Being crystal clear on your Why matters more than ever
Uncertainty demands that leaders improve how they lead with Why because the How is often not immediately evident. During periods of rapid change, we need to do things differently, and we know that “different” is a harder, riskier decision than doing the “same” better.
When it comes to strategic planning, most executives would never think of embarking on a new plan without a framework to follow; yet, when it comes to performance measures (also …
I have never met a leader who doesn’t believe that their teams should be accountable for achieving their goals. Yet, when asked who owns the performance measures associated with the goals, there is often a troubling silence.
Many of our colleagues and managers feel cynical about performance measurement because of their past experiences and current struggles. So we often need to reinvigorate their support before we can get the training, the systems and the resources required for developing more meaningful performance measurement.
Trying to find the right strategic KPIs can feel like getting lost in a maze.
Often it is hard to see what is most important, to understand what the real meaning is, and to know what the organization is trying to achieve.
Do you struggle to know where strategy ends and execution begins? Does your strategy get caught up in a whirlwind of activity, without being quite sure what has been achieved? You are not alone. If you want to do something differently this year, read on.
Most organizations have weak corporate Key Performance Indicators (KPIs). They rarely align to strategy, give evidence of impact, or offer actionable feedback. If they can’t do these things, they can’t really be called “corporate” KPIs.
Ask leaders if performance measurement is critical to their organization and most of them will clearly answer “yes”.
But rarely do they question what their organization’s motivation, processes, or ROI were when they started creating the key performance indicators (KPIs).