Selecting which metrics the business would like to track can be a handful all by itself. Subsequently keeping the leadership aligned with these metrics once established can be even harder. Matt Ehrlichman writes for Entrepreneur with a few tips for maintaining alignment throughout your metrics program.
Getting with the Program
Ehrlichman thinks of vital metrics as “north stars” (I suppose “north” is a relative concept to him.) that show where the business should be headed. However, where the business needs to improve can change in as little a time as month to month, which is why Ehrlichman and his company Porch.com review and reselect their metrics on a monthly basis. They do not start from scratch though; rather, they have a few overarching metrics that are fixed. But within those fixed metrics, there are many different variables that can be used to arrive at the same type of measure, and it is these sorts of variables that they review monthly. Another thing the company does is create accountability by assigning metrics to employees, and then making their updates regarding metrics visible to others.
About keeping leaders aligned, Ehrlichman has this to say:
We’ve architected the organization in a way that optimizes for speed, throughput and accountability when working towards our company-wide prioritizations. Monthly, we evaluate the major priorities (which don’t change as often) and the key results we’re striving too [sic]and then the initiatives or small projects. Each initiative is created based on the drivers of the key result and they are stack ranked and debated.
Leaders then take control of small teams that have the ability to move fast and nimbly to work toward metric goals. Ehrlacker spends some one-on-one time with each leader to discuss challenges and ensure like-mindedness, and after that, they are off to the races. It seems good organization and effective communication channels are really all it takes to stay on task with metrics.
You can read the original article here: http://www.entrepreneur.com/article/247169