What I Measure Grows

Performance only exists in the Realm of Measurement. There is no performance without measurement.

Measurement often has a connotation of getting trapped, of being monitored or controlled. However, in the world of performance the scoreboard determines success or failure — whether it’s on the sports grounds or in organizations.

Finding the right metrics to measure performance is mostly a science and sometimes an art. Supporting your Demonstrated By work (“What would unambiguously demonstrate that you have delivered on the intended outcome?”) by developing the skill to create the appropriate OKRs and/or KPIs that really reflect you “hitting the mark” is critical.

Know whether you are progressing, stalling or regressing with what you are out to achieve. Build a strong, productive relationship with your metrics.

The right metrics are often uncomfortable at the beginning and our natural instinct is to shy away from these as they are effectively “telling one on ourselves”.

Here a leadership decision is needed: what are you more committed to — the “looking good”, or the delivery of extraordinary performance? Understand that all leaders at CRS are clear that early metrics, more often than not, look terrible and that the key is to measure “what’s really going” on (as we call it, the what’s so) and increase performance, together.