#4 in How do we create a High Performance Culture?

You have defined your few, but critical KPIs and got the right metric for each. Now what?

Well, of course, KPIs are only going to work if you actually use them – gather the data, record it and review on a timely basis that allows for timely action to rectify problems and improve results in a consistent manner.

KPIs only bring benefits when there use becomes part of the fabric of the organisation. This means taking the opportunity to review them on a regular basis and place the emphasis on solutions, not problems. 

So avoid the blame game approach. Part of this is to be able to spot when a result is unexpected and another element is to make KPI reviews a regular event. If the aim is continuous improvement then a monthly get together of peers is a good approach. This is not about day to day firefighting at an operational level, but about being able to take a tactical look at performance to see how it can be improved. Of course, “Improve against what?” I hear you say.

How about comparing against what your clients want (internal and external)? We call it “The Client’s Voice”. This starts to line KPIs up to the targets and objectives agreed by the organisation as part of the “Big Plan”! So we start to see alignment between the top and bottom of the organisation.

Now KPIs start to take on some relevance to both what people actually do (day by day, week by week, month by month) and the aims and objectives of the organisation overall.

So, starting to join the dots up from the first of my blogs at #1?

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