Do you listen to your performance measures?
What performance measures are really trying to say.
About the content
A management team distributes themselves around the board room table, the ritual of the monthly performance management meeting begins. Before too long, the first performance measure in the monthly report is under their scrutiny.
It seems that supply costs have increased and now the procurement manager is under scrutiny. He deftly deflects the result with the explanation that a major supplier upped their prices. This process continues without a real analysis of the measures.
In this white paper, Stacey Barr discusses the typical organizational performance review meeting along with its purpose, what performance measures are really trying to say as well as the behaviors that should be adopted in a constructive organizational performance review meeting.
About the author
Stacey Barr
Stacey Barr is a specialist in organizational performance measurement, helping corporate planners, business analysts and performance measurement officers confidently facilitate their organization to create and use meaningful performance measures with lots of buy-in.
Stacey’s passion is performance excellence, in all facets of life. And she believes that measuring performance is the single most powerful force for achieving excellence in anything. She even has a performance dashboard to monitor and improve her marathon running.
Stacey’s purpose is to help people get tangibly clear about the results they intend to achieve in their business or organization, to know how to recognize if they are achieving those results, and to know how well they are achieving those results.
