Performance Measurement is about people as much as it is about interpreting data to inform decisions. You can have flawless, evidence based reports, but no one will read them or act on them if they aren’t bought into you, your process and the KPIs.
Here are my rules for achieving natural buy-in to KPIs:
You need to respect what your team already knows, and let new learning to emerge. If team members feel apprehensive, or if they do not feel comfortable with what performance measurement is and why you’re doing it – you need to acknowledge that and address their views as a first step.
Help your team to explore and decide how their departments, processes or jobs most affect and relate to the corporate goals. If they build their own links between what they do and the organisation’s success they will have far more sense of accountability and buy-in.
Show the team how to design measures – they are the experts in what they do, and fully understand the results they produce. If they feel that someone else’s measures are too generic, or not quite right, that will stop them from owning them.
It’s very likely that the measures won’t be right first time, so invite feedback from stakeholders to fine-tune them. This communication gets the team and their stakeholders involved in the same discussion, and helps the stakeholders to buy in to the measures too.
You need to put the power in the hands of your team. Help them see that they are not restricted to existing data and measuring the same things they’ve always measured. But reassure them that collecting new data won’t be huge amounts of work, or take over their lives!
And remember, work with them but don’t do it for them!
If you need help with getting your team to buy-in to a Performance Measurement project, or you’d like to find out more about the PuMP® Performance Measurement Process, get in touch.
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