This is the second in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
This is the third in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
Performance Management and CommunicationCharles Plant
This is the fourth in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
This is the fifth in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
When each employee performs well, your business unit achieves maximum results. Here we introduce how performance management and planning increases employee performance. I outline the 3 major techniques for managers.
This is the third in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
Performance Management and CommunicationCharles Plant
This is the fourth in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
This is the fifth in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
When each employee performs well, your business unit achieves maximum results. Here we introduce how performance management and planning increases employee performance. I outline the 3 major techniques for managers.
How to Communicate Your Next Employee Engagement SurveyNamely
When launching an employee survey the intent is clear - you want to collect, understand and act on employee feedback.
However, communicating that intent to your people can sometimes be challenging. Pre-survey communications are integral to a successful survey that collects enough data to take action on. Post-survey communications are just as important in building employee trust.
Join Monique Hughes, Senior Customer Success Manager at Culture Amp and Eric Knudsen Senior Analyst, People Operations at Namely to learn about the importance of internal communication in your employee survey strategy. On the webinar, they will cover:
Why employee engagement surveys are useful & critical
How exactly to communicate with employees before the survey
A checklist for launching your employee engagement survey
Rolling out results using the collect, understand, act model
Communicating results to company, leaders, and managers
Whatever perspective is ultimately seen as the most helpful, there seem to be some tangible things companies can do to improve the chances of success.
Experts at many Consultant Companies agree that, like everything else in business management, improving execution is an ongoing process.
However, they say there are steps any company can take that should provide some incremental gains.
We have prepared a presentation to discuss this subject and share some new ideas.
We hope that you enjoy it!
In this file, you can ref useful information about performance appraisal and motivation such as performance appraisal and motivation methods, performance appraisal and motivation tips, performance appraisal and motivation forms, performance appraisal and motivation phrases … If you need more assistant for performance appraisal and motivation, please leave your comment at the end of file.
Performance reviews : A necessary evil ?Packet One
The management community is on a double edged sword. Invariably you face the wrath of employees and at the same time adhere to the stipulated guidelines.
Is your S&OP Process Solving Problems?Peter Murray
Key issues with positioning S&OP and IBP as a business process, led by cross functional senior leadership. Strategies and key questions to address if S&OP/IBP is not recognized as the primary solution process for business planning and directing execution of plans.
Improving employee behavior through the performance appraisal is challenging. Shifting the mindset of the manager to one of improvement shifts the outcomes that employees have.
Does your company complete performance appraisals?
Are they used effectively to improve performance and increase business results?
Are managers trained to coach staff effectively?
Leave your comments!!
https://compassroseconsulting.com/coaching-staff-success
This is the first in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
Turn data into action and employees into advocates. This guide will help you discover the power of an action plan, as well as how to create and execute a plan that makes measurable improvements to your employee experience.
How to Communicate Your Next Employee Engagement SurveyNamely
When launching an employee survey the intent is clear - you want to collect, understand and act on employee feedback.
However, communicating that intent to your people can sometimes be challenging. Pre-survey communications are integral to a successful survey that collects enough data to take action on. Post-survey communications are just as important in building employee trust.
Join Monique Hughes, Senior Customer Success Manager at Culture Amp and Eric Knudsen Senior Analyst, People Operations at Namely to learn about the importance of internal communication in your employee survey strategy. On the webinar, they will cover:
Why employee engagement surveys are useful & critical
How exactly to communicate with employees before the survey
A checklist for launching your employee engagement survey
Rolling out results using the collect, understand, act model
Communicating results to company, leaders, and managers
Whatever perspective is ultimately seen as the most helpful, there seem to be some tangible things companies can do to improve the chances of success.
Experts at many Consultant Companies agree that, like everything else in business management, improving execution is an ongoing process.
However, they say there are steps any company can take that should provide some incremental gains.
We have prepared a presentation to discuss this subject and share some new ideas.
We hope that you enjoy it!
In this file, you can ref useful information about performance appraisal and motivation such as performance appraisal and motivation methods, performance appraisal and motivation tips, performance appraisal and motivation forms, performance appraisal and motivation phrases … If you need more assistant for performance appraisal and motivation, please leave your comment at the end of file.
Performance reviews : A necessary evil ?Packet One
The management community is on a double edged sword. Invariably you face the wrath of employees and at the same time adhere to the stipulated guidelines.
Is your S&OP Process Solving Problems?Peter Murray
Key issues with positioning S&OP and IBP as a business process, led by cross functional senior leadership. Strategies and key questions to address if S&OP/IBP is not recognized as the primary solution process for business planning and directing execution of plans.
Improving employee behavior through the performance appraisal is challenging. Shifting the mindset of the manager to one of improvement shifts the outcomes that employees have.
Does your company complete performance appraisals?
Are they used effectively to improve performance and increase business results?
Are managers trained to coach staff effectively?
Leave your comments!!
https://compassroseconsulting.com/coaching-staff-success
This is the first in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
Turn data into action and employees into advocates. This guide will help you discover the power of an action plan, as well as how to create and execute a plan that makes measurable improvements to your employee experience.
Vanity vs Actionable metrics: Data Led Program Episode 1Joseph Karim
This is the first episode of the Data-led Program; cohosted by InnerTrends and Market 8; to see the full program check out the episodes here:
https://www.market8.net/data-led-growth-program/episodes
You will learn:
What are Vanity Metrics?
What are Actionable Metrics?
Define Your Product’s Actionable Metrics
Align Your Team Around These Metrics
Track Your Progress
Identify Opportunities
If you'd like to have your SaaS company reviewed sign up for your chance to win a 2-hour workshop:
https://www.market8.net/data-led-growth-program/apply-free-workshop-decision-lp
In our session we’ll dive into:
Your product, how it works, and how it makes your users successful
Which metrics you’re tracking, how you’re currently tracking them and what you should be tracking
Defining your product’s actionable metrics
Aligning your entire team around the metrics that matter, and assigning responsibilities
Dive into your funnel, and diagnose your biggest growth problem
1
5
Innovation/Entrepreneurial Change Annotated Bibliography
Innovation/Entrepreneurial Change Annotated Bibliography
Baumgartner, J. (2013). Innovation Management. Retrieved from http://www.innovationmanagement.se/imtool-articles/the-basics-of-creative-problem-solving-cps/
This article discusses creative problem solving plus its procedure. This article states that creative problem is not just brainstorming in which a lot of people associate it with. J. Baumgartner states that creative problem solving is a simple procedure that breaks down the problem to really undersupplies it plus involves generating ideas to find a solution. There stand seven steps involved in this procedure: Clarify plus identify the problem (this is the most important step as it finds the real problem or goal), research the problem (this helps to get a better underutilizing), formulate creative challenges (this is a simple question that will encourage suggestions), generate ideas (brainstorming), combine plus evaluate the ideas (choose ideas that meet the criteria), draw up an action plan (use simple steps), do it! (implement the ideas). The end of this article states that if organizations fail to use the creative problem solving than the systems plus techniques normally fail.
Brpluss, R.F. (2017). Chief Executive. Retrieved from http://chiefexecutive.net/the-key-to-successful-innovation-is-proper-execution/
This article reviews how plus why proper execution is the key to successful innovation. The author explains how execution plus structure a culture of sustainable innovation is critical. Execution can be broken down into three parts comprised of big ideas, people, plus procedure. The big ideas portion consists mainly of promoting innovation, structure the proper culture, plus removing any barriers. The people portion is important because people related issues stand generally barriers to execution. A critical part of implementing innovation is acquiring plus keeping the right people. The proper people will help ensure all employees stand engaged plus contribute to innovation. Procedure is broken down into generating ideas, screening, testing, analysis, beta tests, product expansion technicalities, commercialization, plus post-launch review. The purpose of procedure is to make sure outcomes stand attained, plus the procedure is repeatable from beginning to end.
Dess, Gregory, Alan Eisner, G.T. Lumpkin, Gerry McNamara. Strategic Management: Creating Competitive Advantages, 7th Edition. McGraw-Hill Learning
Solution
s, 09/2013. Vital Book file.
This textbook discusses strategic management plus the competitive advantage. Chapter nine of this text discusses different tactics for motivating with rewards plus incentives plus how to measure it. It discusses what stand reward systems, the latent downside, creating effective reward plus incentive packages, plus setting up boundaries plus constraints. It also discusses reward systems as a way of organizational c ...
In this file, you can ref useful information about how to performance appraisal such as how to performance appraisal methods, how to performance appraisal tips, how to performance appraisal forms, how to performance appraisal phrases … If you need more assistant for how to performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about annual performance appraisal report such as annual performance appraisal report methods, annual performance appraisal report tips, annual performance appraisal report forms, annual performance appraisal report phrases … If you need more assistant for annual performance appraisal report, please leave your comment at the end of file.
In this file, you can ref useful information about writing a performance appraisal such as writing a performance appraisal methods, writing a performance appraisal tips, writing a performance appraisal forms, writing a performance appraisal phrases … If you need more assistant for writing a performance appraisal, please leave your comment at the end of file.
Interest in performance measurement grows daily but the state of the art leaves much to be desired. To promote performance leadership, one must examine both its shortcomings and its pernicious effects.
Even if there are strong triggers that are acting on people to get them to innovate and low barriers from hindering them, you must be substantially better than your competitors to get buyers to choose you.
This slide deck explains the various dimensions you can use for competitive differentiation.
Even if there are strong triggers that are acting on people to get them to innovate, there can be barriers that get in the way.
This slide deck explains the barriers to innovation.
All innovation is initiated because of an external force that causes people to want to change what they are doing for one of four reasons.
These reasons are known as innovation triggers. This slide deck explains those triggers.
I often meet companies whose revenue is stalled and they wonder why. What many of them don't realize is that they're not spending enough money on Sales and Marketing. This slide deck looks at 5 important metrics for a software company. If you want a detailed set of metics, contact me as I've got a full set of industry metics in Excel.
7 Reasons You May Not Want Venture CapitalCharles Plant
While getting Venture Capital may seem like a good idea, you should be aware of the stats and they aren't pretty. Only about 12% of VC investments earn VCs the desired rate of return so chances are 88% that if you get VC funding you won't end up being happy. But don't believe me, check out the stats.
When angels and venture capitalists started flooding the market with cash 20 years ago, people forgot that bootstrapping was the way most companies used to get started. Because it deserves to make a comeback as the best way to think about starting a company, I've shared here, my 4 rules for bootstrapping.
Recent stats say that 46% of sales people at established software companies fail to meet their quotas. In my experience, the problem isn't with the salespeople but with their quotas. Setting quotas and budgets is much easier if you can forecast revenue accurately. In fact if you get really good at it, think how much money you can make. So here are four methods to help you forecast revenue more accurately.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
2. Evidence Based Management
Evidence Based Management is making its inroads into the world of business albeit a bit slowly. The
logical ones among you might wonder, if managers don't use evidence to make decisions, then what
would they use?
What they do is make decisions based primarily on gut feel, habit, ideology, or even better, wishful
thinking.
Evidence based management means getting the facts and then using those facts to make
management decisions. Simple isn't it but few people do it.
Evidence based management does not mean waiting to get all the facts, completely ignoring your
gut, or ignoring ethics or values. It just means getting the best evidence you can in the time allowed
and using that evidence as one factor in how you make your decisions.
3. Metrics, or what is often called Key
Performance Indicators, are simply
measurements about key business
items such as results, customers,
process and people.
Metrics are used to determine how a
business has done, whether it is on
track, and how it looks like it’s going
to do in the future.
They are the evidence upon which to
base a decision.
What are Metrics?
4. There are a number of key
advantages for a business
that uses a well-developed
metrics program in managing
what it does.
The secret to implementing strategy successfully involves
translation of that strategy into the daily action of all
employees and providing a strong link between those daily
actions and the strategy itself. That is the role of metrics.
Using metrics will enable you and your team to focus on
things that really matter to the organization. This allows you
to filter out extraneous matters that have no material affect
on the business.
Using certain types of metrics, especially sales ones,
allows you to accurately forecast results and thus have a
much better chance of meeting your objectives.
Metrics enables employees to know what they are
accountable for and enables their managers to hold them
accountable in a way that is clear and unambiguous.
Why are they important?
5. Focus people on results
Set expectations
Refine a business model
Drive activities
Define jobs
Improve delegation
Manage performance
Motivate
Coach
Improve communication
How you can use metrics
Metrics are a very powerful
tool that you can use to:
6. What is expected of them How they’re doing How they can improve
The following is a simple 12 step process to enable you to produce individual or team metrics for
every employee in your organization
12 Steps to create powerful employee metrics
7. Figure out what you produce1
At a fundamental level, your job is to change something. You are taking a certain set of inputs and
changing those inputs and then passing what you have done off to someone else. The end result is what
you produce. The things you produce could be:
Data stored in a computer
database.
Communication in the form of a
letter, report or proposal.
Knowledge
A physical or digital object.
8. Put simply, your end user is the individual,
team, or department for whom you are
doing work. It is not necessarily your boss
but it very well could be.
In determining who is your end user, you
must figure out which of the following is the
recipient of your output.
• Another person or multiple people in
your team.
• Your boss.
• Someone or more than one person in
another team in your company.
• Someone or more than one person in
another company.
The end user is important as it is this
person who will be the judge of the quality
of your work. Since all results must be
externally verifiable, the end user is the
person who will provide external validation.
Define who your end-user is2
9. Having defined what you produce or the outputs
of your work, you need to determine the level
priority for them.
The objective of this exercise is to determine
which 3 to 5 things you produce you should
develop metrics for.
Prioritize what you produce3
10. Step 2 - What does Success look Like?
Define success4
For each of the four to five outputs you have prioritized, you will need to define what
success looks like in order to be able to measure it.
Defining what success looks like is one of the most critical aspects of assigning a job to an employee. If
you can’t define what success looks like then you’ll have trouble figuring out how to get there and the
employee will never know if they’ve gotten there.
11. Payment
At the highest level, an
end user can pay you for
what you produce.
Election
Sometimes there is no
payment but someone
elects to proceed to
another step.
Approval
Some other activities
result only in approval or
disapproval of your
output.
Satisfaction
When there is no
payment, election or
approval, the end result
must default to
satisfaction.
There are essentially only four results that arise from giving what you
produce to your end user. These should be results over which you have
control and where control isn’t shared with someone else.
Define what types of results you produce5
12. Measure results6
Speed
Finally, you can measure cycle
time or the time from the start to
end of the process which
concluded with the result you are
measuring.
Cost
This cost measure only applies
when you get payment and
measures the cost of the item
you provided in dollars or time in
order to get payment.
Quality
Your result quality is measured by
the $ received in payment or the #
or percentage who elect to
proceed or who approve of or are
satisfied with what you’ve done.
For each of the four types of results we identified, there are three measurements that can apply to
those results. Select one or more of these ways to measure results.
13. Define the activities for producing results7
Simply put, an activity is a series of actions or steps taken in order to
drive the results that you defined in the last section. Having created some
result metrics, it is important to turn to look at creating some activity
metrics. Activities can be broken down into four categories
Creating
When you produce
something new like an
article you sell, a report,
a program etc, you have
created something new.
Reviewing
Some employees are
assigned the task of
reviewing or approving
work done by others.
Recording
Accountants spend a lot
of time recording
transactions and other
people in an
organization spend time
recording things in
databases.
Communicating
This activity
encompasses any
verbal, not written
communication and
would include telephone
calls, meeting,
speeches, etc.
14. Measure the activities8
Speed
Finally, you can measure cycle
time or the time from the start to
end of the activity.
Cost
Measure the cost of the activity in
dollars or time to complete.
Quantity
Measure how many times do you
have to undertake and activity to
drive a result
For each of the four types of activities we identified, there are three measurements that can apply to
them. Select one or more of these ways to measure activities.
15. Is it really a Metric?9
Are results expressed as a number?
Is the result externally verifiable?
If not, express them as a number.
Change the result so that it is
externally verifiable.
Are activities expressed as a number If not, express them as a number.
16. Who owns the metric?10
Multiple teams involved.
Multiple companies involved
Company metric
Government metric
Multiple people in a team involved in
the activity.
Team metric
One person involved in the activity. Personal metric
17. Does the activity drive results?11
Does the metric owner have control
over results?
Will doing more of the activity bring
better results?
If not, change who owns the metric.
If not, revise the activity or result so
that they are related.
Does the result form part of your
boss’ results?
If not, eliminate result to improve
alignment.
19. Buckminster Fuller said
that ”If you want to teach
people a new way of
thinking, don’t bother trying
to teach them. Instead, give
them a tool, the use of
which will lead to new ways
of thinking.”
Metrics are a tool to focus
managers on results and
improve their leadership
capabilities
They connect company
strategy to the daily action
of all employees.
Metrics are a tool