Most organizations are measuring performance in a way that quietly defeats their people instead of building them.
When metrics are disconnected from profit, overly focused on lagging indicators, or mismatched to the employee’s current stage of performance, they don’t create accountability. They create anxiety, confusion, and discouragement.
In this week’s video, you’ll discover why effective performance culture metrics must be designed to help people see progress, build confidence, and connect their daily actions to meaningful business results.
– Wrong metrics crush confidence. When people can’t see how their actions move the needle, they disengage.
– Leading indicators create momentum. Progress-based measures help people feel successful before the final result appears.
– Stage-appropriate metrics build mastery. The right metric at the right time helps employees psychologically win.
When performance metrics are designed well, they don’t just measure work. They motivate it.
Watch this week’s video to discover how to build metrics that drive profit, confidence, and
high-performance culture.
Watch now
Most organizations get performance metrics all wrong. They wig out their team members because they don’t have the confidence that they can move those needles in the right direction. They’re not properly tied into profit, and they’re oftentimes lagging indicators instead of leading indicators, and rarely are they stage appropriate. So I know many people and many organizations have had KPIs or critical drivers for many years, and they haven’t made that work because what happens is people lose confidence as opposed to building the confidence and feeling like a superstar because they were given the right metrics at the right time, aligned with blended learning.
It all just came together. Cause we all just want to go home and call our mothers and say, “Mom, I rocked it today.” Right? That’s the human condition: we all want that outside affirmation that we’re doing good work.
And yet most people have the wrong performance metrics, and it’s defeating them as opposed to building them. An example of that would be if you have a salesperson and you’re asking for their sales on something that has a long sales cycle, that’s a bad metric because it takes a long time to move that metric. They’re feeling bad about themselves as they’re not hitting it. They’re not feeling any sense of accomplishment.
If, however, you give them the metric of sales stages on these deals, so they feel like they’re moving it along and making good progress, those leading indicators move those lagging indicators because we all feel better when we move along. It’s kind of like why people play games. People will play on their technology for hours in the evenings to accomplish something with their technology. They want to see that they’re progressing a little bit more than the last time. That’s the game that we’re playing in the workplace to help people psychologically win and really become the masters they’re capable of being by giving them the right technologies to get them there.