Metrics_ How to Improve Key Business Results - Martin Klubeck [23]
Workload was defined as the tasks given to the workers by the manager. It excluded many other tasks the workers accomplished for other people in the organization, customers, and each other. The only tasks that counted in this picture were the ones with deadlines and accountability to the management chain.
Productivity was defined as how many tasks were completed on time (or by the deadline).
These definitions are essential to developing the “right” metric. We could have drawn a good picture and designed a metric without these clarifications, but we would have risked measuring the wrong things.
Don’t assume the terms used in the question are understood.
The metric would also be useful later, when the manager provided training opportunities for the staff. If the training did what was expected, the cups would increase in size—perhaps from a 32-ounce to a 44-ounce super size.
Does this seem strange? Does it seem too simple?
While I can’t argue against things being “strange,” very few things are ever “too simple.” Einstein once said, “Make it as simple as possible, but no simpler.” This is not too simple—like Goldilocks was fond of saying, “it’s just right.”
Once we have clear definitions for the terms that make up the root question, we will have a much better picture! Remember the importance of a common language? It is equally important that everyone fully understands the language used to create the root question.
I work with clients to modify these drawings until it provides the full answer to their question. This technique has excellent benefits. By using a picture:
It’s easier to avoid jumping to data. This is a common problem. Remember the natural tendency to go directly to data.
It’s easier to think abstractly and avoid being put in a box. Telling someone to “think outside the box” is not always an effective way to get them to do so.
We avoid fears, uncertainty, or doubt about the ability to collect, analyze, and report the necessary information. These common emotions toward metrics restrict your ability to think creatively and thoroughly. They tend to “settle” for less than the ideal answer.
We have a non-threatening tool for capturing the needs. No names, no data or measures. No information that would worry the client. No data at all. Just a picture. Of course this picture may change drastically by the time you finalize the metric. This is essentially a tool for creatively thinking without being restricted by preconceptions of what a metric (or what a particular answer) should be.
One key piece of advice is not to design your metric in isolation. Even if you are your own metric customer, involve others. I am not advocating the use of a consultant. I am advocating the use of someone—anyone—else. You need someone to help you generate ideas and to bounce your ideas off of. You need someone to help you ask “why.” You need someone to discuss your picture with (and perhaps to draw it). This is a creative, inquisitive process—and for most of us, it is immensely easier to do this with others. Feel free to use your whole team. But don’t do it alone.
A good root question will make the drawing easier.
Having a complete picture drawn (I don’t mean a Picasso) makes the identification of information, measures, and data not only easy, but ensures you have a good chance of getting the right components.
The picture has to be “complete.” After I have something on paper (even if it’s stick figures), I ask the client, “what’s missing?” “Does this fully answer your question?” Chances are, it won’t. When I did the conference seminar, the team members had cups—but they were all the same size and there was no “fill-to-here line.” After some discussion and questioning, the group modified the drawing to