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Case Upon - Getting Buy-In - Zen And The Art Of Performance Measurement
If you could sit down with someone very successful and pick their brain—what would you ask?As a child, I knew of a man who was born in the latter part of the last century who fit that criterion. He was the youngest child of a woman whose husband died when he was a baby. He and his brothers moved from England as young men and homesteaded land in Alberta. He married a woman he had known in the old country that had traveled to join him in a new country. She was a midwife whose father was a doctor back in England. Anyway, during the Depression, when everyone else was going broke around him, he
the art of performance measurement and buy-in
Performance measurement certainly does have (and need) a substantial technical base. Our performance measures would be a waste of time if they weren't linked to strategy, cl
Whenever we throw something away, whether in the garbage can, the compost, or the recycling, it can smell terrible. Rotting organic matter smells especially badly. But it can also become rich compost for fertilizing the garden. The fragrant rose and the stinking garbage are two sides of the same existence. Without one, the other cannot be. Everything becomes a part of the garbage. After six months, the garbage is transformed into a rose. When we speak of impermanence, we understand that everything is in transformation. This becomes that, and that becomes this.Looking deeply, we can contemplate o
It's not hard to see then, why different people behave differently in response to the same performance measurement activity. And that's one of the big reasons why buy-in is such an elusive state to attain.
how people can react to performance measurement
Someone's map of reality influences the way they feel and act around performance measurement. Someone who is used to being blamed for things will feel defensive and fearful around performance measurement. They may throw up unlimited objections as to why performance measurement isn't needed or how they haven't got time to collect all the data. Someone who has put a lot of time (perhaps even blood, sweat and tears) into collecting performance data and never seen anything come from it will feel cynical and frustrated by performance measurement. They will at best bring their body to any new performance measurement initiative, leaving behind their heart and mind. Someone who has been frequently rewarded for outstanding performance would feel very comfortable and engaged around their existing performance measures, but may feel very nervous at the prospect of changing those performance measures.
These are just simple examples. And I'm sure you can imagine a selection of the these people in your own organisation. I've seen a selection of these people in just about every team I have ever facilitated through performance measurement activities. But getting these team members to a state of buy-in is something I seem to consistently achieve. How do I do this?
the art of performance measurement and buy-in
Performance measurement certainly does have (and need) a substantial technical base. Our performance measures would be a waste of time if they weren't linked to strategy, cle
Over the past few years pre-employment background checks have gained significance for employers big and small. Companies can either execute the required activities in-house or can outsource them to human resource companies that specialize in carrying out background checks.There is a lot of paper-work, co-coordination, and follow-up that goes into conducting a background check and for this reasons companies prefer to get the job done by an outside agency. The background checks have to be done in accordance with the Fair Credit Reporting Act (FCRA). According to the FCRA, an individual who earns l
It's not hard to see then, why different people behave differently in response to the same performance measurement activity. And that's one of the big reasons why buy-in is such an elusive state to attain.
how people can react to performance measurement
Someone's map of reality influences the way they feel and act around performance measurement. Someone who is used to being blamed for things will feel defensive and fearful around performance measurement. They may throw up unlimited objections as to why performance measurement isn't needed or how they haven't got time to collect all the data. Someone who has put a lot of time (perhaps even blood, sweat and tears) into collecting performance data and never seen anything come from it will feel cynical and frustrated by performance measurement. They will at best bring their body to any new performance measurement initiative, leaving behind their heart and mind. Someone who has been frequently rewarded for outstanding performance would feel very comfortable and engaged around their existing performance measures, but may feel very nervous at the prospect of changing those performance measures.
These are just simple examples. And I'm sure you can imagine a selection of the these people in your own organisation. I've seen a selection of these people in just about every team I have ever facilitated through performance measurement activities. But getting these team members to a state of buy-in is something I seem to consistently achieve. How do I do this?
the art of performance measurement and buy-in
Performance measurement certainly does have (and need) a substantial technical base. Our performance measures would be a waste of time if they weren't linked to strategy, cl
Why should you consider using online job sites to help you to find a job? Shouldn’t you spend hours over the Sunday newspaper looking through the wanted ads? Today, in the busy and hectic lives that we live, searching for a new job or finding a great new position is not easy and it is time consuming. But, look at it from the view of those businesses that are posting those job opportunities. It is easier, more time effective, and less expensive to post their position on the web rather than in a newspaper that may not even get read.Online job sites provide countless opportunities for busines
how people can react to performance measurement
Someone's map of reality influences the way they feel and act around performance measurement. Someone who is used to being blamed for things will feel defensive and fearful around performance measurement. They may throw up unlimited objections as to why performance measurement isn't needed or how they haven't got time to collect all the data. Someone who has put a lot of time (perhaps even blood, sweat and tears) into collecting performance data and never seen anything come from it will feel cynical and frustrated by performance measurement. They will at best bring their body to any new performance measurement initiative, leaving behind their heart and mind. Someone who has been frequently rewarded for outstanding performance would feel very comfortable and engaged around their existing performance measures, but may feel very nervous at the prospect of changing those performance measures.
These are just simple examples. And I'm sure you can imagine a selection of the these people in your own organisation. I've seen a selection of these people in just about every team I have ever facilitated through performance measurement activities. But getting these team members to a state of buy-in is something I seem to consistently achieve. How do I do this?
the art of performance measurement and buy-in
Performance measurement certainly does have (and need) a substantial technical base. Our performance measures would be a waste of time if they weren't linked to strategy, cl
Would your sales increase if you got more leads, prospects, callers, or visitors coming to your business? Wouldn’t it be exciting if there were a way to achieve this while reducing your marketing costs at the same time? Well, there is a way and I’m going to share that with you right now.Here it is. STOP spending money on advertising and promotions that do NOT produce profitable leads. Then take those dollars you were previously wasting and START investing them in advertising and promotions that DO produce profitable leads.But exactly how can this be achieved? First, you need the type
These are just simple examples. And I'm sure you can imagine a selection of the these people in your own organisation. I've seen a selection of these people in just about every team I have ever facilitated through performance measurement activities. But getting these team members to a state of buy-in is something I seem to consistently achieve. How do I do this?
the art of performance measurement and buy-in
Performance measurement certainly does have (and need) a substantial technical base. Our performance measures would be a waste of time if they weren't linked to strategy, cl
Custom silicone bracelets have been labeled as short-live fashion by most people. But these custom silicone bracelets have proved these people otherwise. These custom silicone bracelets were popularized by the Lance Armstrong foundation and have taken the world by storm.These custom rubber bracelets are now the hottest trend in promoting your cause, company or promoting your products. Now, you can have these rubber bracelets produced for your own purpose and for all occasions.So, you are asking what’s the best way of promoting your foundation. These custom rubber silicone bracelets of cou
the art of performance measurement and buy-in
Performance measurement certainly does have (and need) a substantial technical base. Our performance measures would be a waste of time if they weren't linked to strategy, clearly defined, calculated consistently and using good quality data, or presented in a way that encouraged valid interpretation. However, our performance measures are also a waste of time if people involved in the measurement process (selecting measures, bringing them to life, or using them) don't buy-in to their measures, don't have a strong sense of owning those measures. This is the non-technical or human base to performance measurement, and without it, the technical base isn't enough.
Getting buy-in is, to me, more an art than a science. It's not about following a set of steps that will lead you to a state of buy-in. It's about creating and holding the space for people to safely explore what performance measurement can mean for them, personally. And creating and holding the space for this can mean adopting attitudes and behaviours like:
* don't educate people in performance measurement - facilitate them through an action learning cycle that combines a little theory (such as techniques) and a lot of implementation (or even pilot testing)
* don't tell people what they should measure - do show people a process to follow that can help them decide what is worth measuring themselves
* don't be the judge, jury and executioner of people's measures - do suggest that people invite open feedback from all stakeholders about their chosen measures
* don't micro-manage performance - do give people the time to use their measures to understand their performance and take the initiative to improve it themselves
* don't blame people for poor performance results - do encourage people to analyse the causes, take corrective action and learn from this
* don't assume that performance measurement is about control - do believe that performance measurement is about connecting people to something meaningful for themselves as well as the organisation (better control is a by-product of this)
How people respond to performance measures has a huge amount to do with how they connect themselves to a bigger picture.
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