Extreme Leadership – Setting Metrics
Setting Metrics To Set Your Team Up For Success
The most powerful leaders create a foundation for their teams to ensure success. I would argue that you have 3 key actions critical to that foundation:
1. Select your metrics/measurements
2. Select the attribute/competencies needed for the positions (covered in an upcoming blog)
3. Select your team (covered in an upcoming blog)
Communication is going to be a fundamental component in each of these actions. You will want to shout your story, your metrics, your expectations from the roof tops so that all integral departments, partners, customers, and key stakeholders are aligned.
Select Your Metrics
Choose 1-2 key metrics that all members of the organization agree will drive results, can be measured easily and regularly, and can be remembered and embraced by everyone in the organization.
“Go for the moon. If you don’t get it, you’ll still be heading for a star.” – Willis Reed
In small organizations today I see a lack of metrics or goals to be measured because they are all too busy running around to make a plan. In large organizations today I see paralyzing metrics that are too complicated to explain or to remember and too many of them so the organization is splintered instead of unified.
Simplify people! Let’s choose 1 or if you absolutely must, then 2 measurable goals for your team to achieve. And absolutely paramount is that from the leader of the company on down to your team, everyone must agree on this goal and the measurement for it to be achievable.
There is nothing exciting about metrics unless you make it exciting! Try something new, get out of the box, borrow an idea from another industry leader…think differently.
“For me, insanity is super sanity. The normal is psychotic. Normal means lack of imagination, lack of creativity.” – Jean Dubuffet
5 Steps To Ensuring Your Goals Are Stellar
We have probably all learned about S.M.A.R.T. goals before, however, I will break it down for you, in case you need a little guidance.
1. S = Specific
Ensure your goal is specific/clearly defined
Example: Achieve more profit this year (Not SMART)
Example: Achieve a year over year house profit margin growth of 2% in 2013 (SMART)
2. M = Measurable
Ensure your goal is able to be measured. I call this the cover your hind quarters step. If your boss said you didn’t do it could you prove you did.
Example: Grow my customer base in 2013 (Not SMART)
Example: Grow my new customer purchases from 20,000 to 25,000 by the end of 2013 (SMART)
3. A = Attainable Ensure your goal is reachable by a normal or slightly above average human being
Example: Fully qualify all potential business opportunities with Honeywell by year end (Not Smart..Honeywell is large enough it would take an army 5 years to accomplish this goal)
Example: Fully qualify new potential business opportunities within 1 of Honeywell’s divisions by year end. (SMART)
4. R = Relevant
Is it relevant to your company’s goals.
Example: Your company has goals of growing new units and your goal is related to decreasing your overall spend on business development travel related expenses. These two goals are in opposition to one another and you may achieve your goal but at a cost to the organization on it’s higher purpose.
All goals or metrics should have a specific timeline for accomplishment and measurement. Either year over year, quarter over quarter, growth over a specific timeframe, decreases in a certain amount of time, etc.
The most effective leaders set their metrics/goals in a collaborative manner and ensure everyone agrees with them. Once alignment occurs then reviewing achievement to goal with each person and your entire team on a regular basis (daily, weekly, monthly, quarterly, and annually) is critical. It should become an integral part of every conversation, celebration, meeting, so that everyone that passes you in the hallway asks how you are doing to your goal or comments on it. This is how you will know you have 100% engagement towards extreme achievement.
For additional information or conversation on this topic please contact firstname.lastname@example.org