Metrics_ How to Improve Key Business Results - Martin Klubeck [18]
Director: “Sure.”
Metrics Designer: “Excellent. Usually we form metrics around goals you are trying to achieve, processes you want to improve, or problems you’re trying to solve.”
Director: “But leadership wants service desk metrics.”
Metrics Designer: “Okay. Why do they want service desk metrics?”
Director: “I think they’re asking managers to demonstrate progress on their strategic plans.”
Metrics Designer: “Do you have a strategic plan for the service desk?”
Director: “Yes, of course.”
Metrics Designer: “So, perhaps we should look at the goals within the plan…”
To get to a root question, ask “why” five times—digging until you reach a root need or question.
I was able to narrow the need down to metrics around a set of goals. Not a perfect root question, but much better than what we started with.
The problem is that you may not even be close to a root question. You may be driven by decrees from above, like the director in the scenario. You may be filling a box on a checklist.
When I run into this problem, I seriously consider walking away. I just let them know that although they believe they want a metric, I don’t believe they actually need one. If they want to look at a couple of measures or provide some data points to someone asking for them—I or someone else can provide them, but again, they don’t need a full-blown metric. If I’m consulting (and not an employee at the organization who feels he must obey), I run away.
Most root questions come from goals, improvement opportunities, or problems you want to solve.
If you don’t have a list of goals for your unit, you can add value by first developing them. This may seem to be outside of the process for designing metrics, but since you must have a good root question to move forward, you don’t have much choice.
If you have a set of goals, then your task becomes much easier. But be careful; the existence of a documented strategic plan does not mean you have usable goals. Unless you have a living strategic plan, one that you are actually following, the strategic plan you have is probably more of an ornament for your shelf than a usable plan. But, let’s start with the assumption that you’ll have to identify your goals, improvement opportunities, and/or problems.
The best way I’ve found to get to the root questions when starting from a blank slate is to hold a working session with a trained facilitator, your team, and yourself. This shouldn’t take longer than two or three one-hour sessions.
To start, I usually break out the large Post-it® pads and markers and we brainstorm goals for the unit. I’ve also done this one-on-one with managers or with their teams. Even when I start with the manager, by the second meeting we end up pulling in key team members. If I’m one-on-one with a client, I have to encourage them, coach them, and keep them motivated since there is no one else for them to feed off of.
When I’m working with a team, I have to focus them early. I work hard to keep them on target, avoiding trips down any rabbit holes. This requires that the team be fully present. No phones, laptops, or side conversations. This may seem a bit “controlling,” but they thank me later—and I get the job done much faster.
You may need to elicit the root need through one or more facilitated sessions.
The itinerary runs as follows:
Five minutes of brainstorming. Five minutes is more than enough if I keep everyone focused and avoid any discussion, critiques, or explanations of what I capture on paper. This is of course harder in a group, but since the facilitator is in charge—she can force the team to truly brainstorm. I find it helpful to remind everyone they’ll have time to