Towards the end of each business year, everyone in corporate life starts to think about the success they’ve enjoyed during the past 12 months.
Which objectives have been hit, which pieces of work have received the most praise, and which things haven’t gone so well?
Will our line manager see those issues in the same way as we do?
What will that mean for our performance rating?
And what about our colleagues? How will our team members be assessed and rewarded?
Knowing how our contribution is going to be judged will be top of mind for everyone towards the end of a period. But how the success of any project is going to be measured is also a determinant in what we focus on in the first place.
Management guru Peter Drucker said many years ago that “what gets measured gets managed” which many have adapted to ‘what gets measured gets done’.
Similarly, the second habit of Stephen Covey’s 7 Habits of Highly Effective People, was that we should all ‘begin with the end in mind.’
That’s why I decided to make the 8th P of the Insight Leader’s Playbook, P for Performance.
Please could I ask you to reflect on a simple question:
Has your Insight team had a good year so far?
I hope you think it has! But what I’m really interested in is the thought process you just went through.
How did you evaluate whether your Insight team had enjoyed a good year?
What were the measures you considered? The types of evidence? Did you think about the outputs you can measure in this year, or the foundations you have laid for the next?
Please listen to find out more!
Topics discussed:
- The types of evidence we collect (2.19)
- Insight team assessment ladder (6.40)
- Investing in Insight assets (8.07)
- An Insight team’s critical assets (12.18)
- Knowledge as a critical asset (13.37)
James Wycherley
Chief Executive, IMA