Your Team’s Performance…What Should You Actually Be Measuring?

We all know that a big part of our responsibility as managers are ensuring our team has the best opportunities and resources to produce the best results.

But experience shows that often teams will not produce those results because of various reasons, like poor management style, lack of resources, bad attitudes, and too much emphasis on urgency and not importance, among many others.

One point that sometimes gets missed is the clarity of what should actually be measured. If you prepare that properly, it gives you a better chance to lead the team’s performance.

Notice we say ‘lead’ not ‘manage’.

You should think of yourself as ‘leading’ their performance (having an inspiring vision, following a positive mission, living powerful values, etc) rather than having to ‘manage’ their performance (dealing with failures, autocratically managing poor results, etc).

Here are some questions to ask, some ideas, and some tips on determining the right things to measure with your team:

1) What exactly does my team exist to do? What is its purpose?

Without being clear on that issue, you will find it difficult to progress. The team’s purpose is vital to outline and get the agreement right from the off.

2) How does my team contribute to the success of other internal teams and external customers?

Be clear on exactly what the team does to assist internally and their contribution to external clients’ success. Each team member has to see the reason why they are there as a bigger picture than just doing a job.

3) What does my team actually produce?

This is easier if your team makes stuff or produces materials. But what if they offer a service or backup to other teams? Then you need to be clear on the value they are offering to others in the company and to clients.

4) Is my team meeting its objectives?

This is where the real measurables start to come in. Start by asking why you are measuring those specific results. Do they help you achieve your main KPIs? More importantly, what do those KPIs do for the company? Ensure you have SMART goals for each team member and they personally know how to measure them.

5) What feedback do you get on your team from other internal teams and outside clients?

Answers here will help you see if the measurements you are using are really helping to shift results in matters where it really matters. Some feedback may be good, and these are areas you can build on, as they show the strengths of the team. Where feedback may be lacking or found to be poor, you can use it to assist you in recalibrating the direction the team is going.

6) What projects is the team supporting or driving?

If your team is working with members of other teams, what are the expectations of those internal clients? Does the work get done on time and with quality results? The feedback on these projects may give you some clarity on what you should really be measuring here.

7) What improvement processes are you working on with the team and why?

No team can progress without having goals that inspire and drive them to progress. Each team should be able to contribute to the improvement of processes they work with, so keep an ear open for comments that suggest they are somehow being hamstrung by the resources they have or the procedures they have to work with

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These seven questions should help you on the journey to discover the key measurables that will assist your team to maintain and improve their working environment and the results they achieve