What you have your attention on gets attended to. Peter Drucker reminds us: “People think they measure what they get. In fact, they get what they measure.”
What are your measures getting you? Are the numbers numbing your staff or inspiring innovation? Do the measures maintain a comfortable zone or create the possibility for the extraordinary? Maybe it’s time to shake things up, reenergize your staff and your results.
Here are 3 ways to have measures boost performance.
#1. Stop using a current measure.
At one time, whatever measure you set probably felt challenging and right for that time. Now, it may be limiting your growth, keeping you focused in the past. If it is still appropriate, keep using it. If it isn’t, use the opportunity to acknowledge the growth and loudly escort it into the sunset.
Example: Years ago, the effectiveness of call center employees was measured by how many calls they handled in an hour: the more calls, the better. Today, companies committed to delivering excellent support have stopped measuring time and started measuring whether the customer’s issue is fully resolved in 1 call.
Example: This school year, the New Jersey Mount Olive school district will no longer have D’s on their report cards – only A’s, B’s, C’s and F’s. Superintendent Reynolds says: “D’s are not useful in society; it’s a throw away grade. No one wants to hire a D-anything, so why would we have D-students and give them credit for it?” When students receive an F, tutors are available to help them achieve a passing grade. http://tinyurl.com/249lqvp
#2. Invent a measure that isn’t normal.
What could you measure that would lead to better results and more satisfaction?
Example: A client committed to increasing customer satisfaction measured the number of unsolicited Thank You’s from customers. As the number increased, the satisfaction level of the call center reps increased, too.
Example: President Nicolas Sarkozy of France plans to include happiness and well-being in its measurements of economic progress. U.S. economist Joseph Stiglitz, winner of the 2001 Nobel economics prize, argues that if we use the wrong metrics, we will strive for the wrong things. “…the metrics commonly used, such as gross domestic product, suggest a trade-off: one can improve the environment only by sacrificing growth. But if we had a comprehensive measure of well-being, perhaps we would see this as a false choice. Such a metric might indicate an increase in wellbeing as the environment improved, even if conventionally measured output went down.” http://tinyurl.com/pfcyyp
#3. Make the new measure visible to everyone.
Make it public and make it fun!
Example: A cross-functional project team I coached at a chemical plant, the “Dust Busters”, hung a chemical waste bag over-flowing with play money and decorated with the international sign for “NO” above the door to the plant. They saved $30,000 in 3 months.
Example: The Transportation Department and Environmental Protection Agency are considering a letter grade approach to let consumers know if the vehicle would receive a B- or an A+ in energy efficiency. The Prius would get an EPA sticker with an A-; the Ferrari 612 Scaglietti would receive a D. http://tinyurl.com/28jbvno.
Redefining measures requires challenging the status quo and redefining what matters. That’s the opportunity of being a leader.
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