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Understand the five stages of a crisis – part of a COVID 19 Survival Kit for SMEs
In my servant leadership paper I talked about The Eight Behaviour Traits of Great Leaders
It is my belief that many leaders fail, when managing enterprises, because some of the eight behaviour traits that needed to be in their DNA were absent. They may have been successful managing smaller teams because their flaws not fully exposed.
I believe, […]
The three Ts of delegation
These three different observations led me to believe that time management, trust and training were at the core of delegation. Delegation being the “transfer of responsibility for the performance of an activity from one person to another with the former retaining accountability of the outcome” as described in a medical manual.
Time management
is so important as […]
40+ Rules to Get Your KPIs To Deliver
Category
Wisdom
About KPIs
1. There are four types of performance measures and thus it is a myth to consider all measures are KPIs.
About KPIs
2. Key performance indicators (KPIs) are those indicators that focus on the aspects of organizational performance that are the most critical for the current and future success of the organization.
About KPIs
3. KPIs have seven characteristics
About KPIs
5. If the CEO, members of the senior management team, and management focus on the KPIs every day, staff will naturally follow suit.
About measures
6. An organization, with over 500 FTEs, will have about 10 KRIs, up to 80 RIs and PIs, and 10 KPIs.
About measures
7. Lead and lag labelling of measures is misleading
About measures
8. Have a mix of 60% past, 20% current and 20% future orientated measures
CSF
9. The main purpose of performance measures is to ensure that staff members spend their working hours focused primarily on the organization’s critical success factors.
CSFs
10. To create alignment between teams in an organization, it is important that there be only one set of between five and eight critical success factors (CSFs) for the organization.
CSFs
11. To ensure that staff live and breathe them, a poster of the CSFs should be prepared and be widely seen around the work environment.
Designing measures
12. In order for staff to help the KPI team to determine measures, we need to train everybody in the rules for designing measures.
Designing measures
13. Designing and refining measures needs a systematic and well thought through process to ensure that the measures will promote the desired actions.
Designing measures
14. The CEO needs to make it clear that no measures are to be introduced without the KPI team approval.
Designing measures
15. Vet measures by holding an open session where staff members are invited to share their views on the shortlisted measures displayed on the walls of the KPI project room (known as a performance measures gallery).
Engagement
16. The KPI project needs to report its wins to the SMT each week to maintain their interest in the project.
Engagement
17. Staff need to be first trained in the new thinking of what are KPIs, why not all measures are KPIs, the four different types of measures, and the importance of an organization knowing their CSFs.
KPI project
18. The success of a KPI project rests with trained home-grown staff who have been reassigned so that they are full time on the project.
KPI project
19. For SMEs the in-house KPI team leader must have at least half the daily operational activity reassigned so that the incumbent has a chance to focus and create some momentum in the KPI project.
KPI project
21. The KPI team should report directly to the CEO
KPI project
22. The CEO needs to locate an external facilitator to mentor the in-house KPI team.
KPI project
23. The external facilitator and the KPI project leader need to instil a “just-do-it” culture
KPI project
24. Success or failure of the KPI project is determined by the presence or absence of the seven foundation stones
KPI project
25. No KPI project will ever succeed without a guiding coalition of oracles behind it.
KPI project
26. Delivering compelling PowerPoint Presentations is a skill that the KPI team will have to have mastered before they deliver any presentations or workshops.
KPI project
27. The CEO must be the central driver, carrying around the embryonic KPIs all the time, talking about their importance frequently to all staff they meet.
KPI project
28. The KPI project proposal presentation will be one of the most important presentations in the KPI TEAM leader’s working life.
KPI project
29. Management will need to abandon projects, processes and reports to make time for the KPI project.
Maintaining interest
30. For organizations with fewer than 500 staff, a total KPI rollout in 16 weeks is achievable.
Maintaining interest
31. For SMEs with 100- 250 staff, a total KPI rollout in 10 weeks is achievable.
Maintaining interest
32. For SMEs with less than 100 staff, a total KPI rollout in 6 weeks is achievable.
Ongoing training
33. The KPI team will need to develop training programs so new staff can be educated in CSFs, the four types of measures and how measures are reported.
Reporting
34. A KPI provided to management that is more than a few days old is useless.
Reporting
35. At least half of the KPIs should be reported each day, (electronically) at 9 A.M. or constantly updated 24 hours a day, seven days a week.
Reporting
36. The board should only receive a one-page governance dashboard on the five to eight KRIs.
Reporting
37. There is a science behind what makes data displays work. The expert in this field is Stephen Few.
Reporting
38. Spreadsheets have no place in performance measure reporting.
Reporting
39. Using a monthly icon-based report for staff is a good idea because they tell staff what is good, what is adequate, and what needs to be improved without giving away confidential data.
Reporting
40. Because the board’s role is clearly one of governance and not of management, it is totally inappropriate to be providing the board with KPIs.
Reporting
41. Typically, a board would need to see, in there one-page dashboard, between 9 and 12 graphs covering the critical success factors and outcome statements.
Reporting
42. The KPI reporting system will fail if the review process relies on structured, monthly meetings because KPIs are indicators that need monitoring, reporting, and action 24/7.
Roadblocks
43. Be aware of the current perception of performance measurement within the organization.
Source: Extracted from
Key Performance Indicators – developing, implementing and using winning KPIs (4th Edition)
KPI masterclass converted into 4 *2.5 hour webinars (US$1,500 for one, US$2,500 for two )
The four sessions will be held at mutually convenient dates and times when there are four to six attendees enabling good group discussion. If you cannot make a session there will be a recording and a credit to a latter session in the next series.
KPI masterclass delivered as a webinar series
The two day KPI masterclass has now been converted into 4 *2.5 hour webinars.
Due to a variety of reasons I will be running my two day KPI masterclass as a webinar series. Here is what an attendee said.
“The KPI masterclass was a very good experience that I professionally benefited from. The small class format allowed for ongoing […]
Key Performance Indicators – developing, implementing and using winning KPIs (4th Edition)
Key performance indicators (KPIs), while used commonly around the world, have never until now been clearly defined...
Book Owner’s Area
Web Based PDF Toolkits for Book Owners
With all my books there is a heavy focus on implementation. The purpose is to prepare the route forward. To second guess the barriers the implementation team will need to cross and set out the major tasks they will need to undertake. To limit the size of the book over […]