How do you measure and communicate your team's progress and performance?

Also keep in mind Trends as a second or alternative "T" depending on your industry. Without understanding the trend puts you in jeopardy of making changes on course, one could be using time more efficiently to achieve your results.

One thing that always struck me wrong about the SMART acronym was the A- Attainable. The best goals are NOT attainable. Not at least by you or your organization currently. Transformation must be involved- Growth must occur- Teachings must be catalyzed through action into results. In general, I've seen it far more impactful and aligning to have a goal a bit beyond reach for my teams as it becomes a rallying point. Counterintuitive, but proven.

Gosto de focar em três pilares essenciais: - Reuni?es de defini??o de metas, explorando a inteligência coletiva com lideran?a fazendo perguntas chave e clareza onde necessário. - Metas claras, objetivas e de curta dura??o. - Time responsável pelo acompanhamento das metas, com visibilidade online.

Metrics are the secret sauce to driving results, and choosing the right ones is like picking the perfect fantasy football team. It's not just about the numbers; it's about the story they tell. As a leader in Business Intelligence, I've seen firsthand how the right mix of metrics can inspire a team to new heights. Remember, it's not just about hitting targets; it's about aiming higher and celebrating the journey. So, pick metrics that matter, make them SMART, and watch your team's performance soar! ?? #MetricsMatter #TeamPerformance #AimHigh

From clients to my team (and yes... myself) I have found it best to only ever measure something If and only if I am willing to let the result change behavior. Data is a flashlight, not a hammer. In other words use data to inform decisions, not as evidence to beat your team up. Thus the output of any measurement should at least threaten to change behavior. Stepping away from business for an simple example I have used in the past. "Don't get on the scale, if you aren't willing to move or eat different."

Além de selecionar métricas relevantes, é importante garantir que essas métricas sejam comunicadas de forma clara e frequente para toda a equipe. Ter reuni?es regulares para discutir o progresso, ajustar estratégias conforme necessário e reconhecer os resultados alcan?ados. é fundamental promover a transparência no compartilhamento dessas informa??es, permitindo que todos compreendam como seu trabalho contribui para os objetivos maiores da organiza??o.

A Single point of reference with a focus based and an effort-based leading indicator are the most impactful way to drive results , I've found. Using a jr. sales rep as way of example: Reference- Revenue Influenced - Closed Won rep sourced deals Lead. Ind Focus- Quality Demos Held - Qualified Meetings w/ next steps set. Lead. Ind Effort- Conversations of Consequence - Number of quality "non-fluff" interactions with the right persona. Sure there are obvious conversion, defining needs, second meeting held rates, etc that can (and should) be assessed, but I want my reps to come to me with a company impact focus- Revenue and a number they can influence (focus on quality meetings held) and a number they can control (spend effort to engage).

The advantage I've seen in limiting metrics to what matters is that it allows easy transparency, but allows breeds alignment throughout at the organization. If you inform stakeholders, "...on this team we have chose am choosing to measure these X things and here is WHY." You will either gain trust or immediate feedback, either way systems and orgs improve. Focusing on few key 'capstone' metrics keeps away from overvaluing fluff or vanity numbers.

In my experience, everybody on your team should know the score. You should have daily communication around goals and measurables. Everyone wants to be successful. Far too often leaders withhold important metrics for meetings and reviews. By that time it's too late to impact them. To put it simply, "To win the game, you have to know the score".

Celebrate. Big or small find some win to focus on. We are hard-wired for survival not performance as evidenced in part by the much discussed of late negativity bias. The cost of a rare bad thing happening (tiger in the bushes) outweighs the energy expenditure of reacting to a the rustling of wind. This doesn't mean throwing out participation trophies, this means turning all things to advantage. Even if the only win you can muster is the fact that you endured to find the gap (skill, knowledge, timing) of why you didn't "win."

Celebrating success and recognition is critical for building and maintains high performing teams. What takes this to the next level is when you know how your people want to be recognized. Employees are not all the same and neither are their preferences for recognition. Developing the trust and rapport to get to “know” your team is always going to get big returns on employee engagement.