High Performance Leadership

  What's the problem with keeping score?  How we measure things keeps changing. Is it better to be the fastest in your field, or to be the one who endures? Is quality more important than quantity? What if you run out? Peter Drucker is often quoted for his insightful line, "what gets measured gets done." We do need to measure. We do need to differentiate. We also need to remember that scores lead to surprises: people learn how to game the scores, customers shift their interests, metrics morph into new configurations. Keeping score only matters until it doesn't matter -- and that can happen in a heartbeat. Are you ready to change? Are you ready to change how you measure that change? --

How do you measure your results? For those of us in sales, the answer is simple (yet probably incomplete) - revenue. But there's more. For those of us in operations the answer is also easy (and also incomplete) - reducing expenses. That probably includes doing what you do faster, better, and cheaper. Whatever your job, and in whatever field - for profit or not-for-profit, your organization is directly impacted by five key measures. Five financial levers that determine the health or struggles of your team. Revenue - the money you bring in. Gloriously, this number is unlimited. Expenses - managing the money that you spend to stay in existence and produce what you do. Customer Happiness - more than satisfaction the best organizations determine how they can delight their customers and bring joy into their lives. What better way to create repeat business? Team Member Happiness - because happy team members are productive team members and tend to stay with your team much lon...