A client called me about the lack of employees’ enthusiasm for results monitoring.
As we dived into his situation, it was the directive approach that prompted rejection.
Back in January, he sat down with the leadership team and identified the KPIs for each functional area.
The executives then communicated the KPIs to their respective teams. Employees raised many questions about how the KPIs were selected.
When employees don’t understand why their work is being measured, they are reluctant to accept accountability.
To rally buy-in, there is an effective way to change employees’ mindset. It is to involve them in selecting which KPIs to use.
Now, once your high level goals are set, communicate what they are. And at the same time, invite middle managers and subject matter experts to participate in the KPI selection process.
Their input not only guides the selection of KPIs, but also provides practical insight on what makes sense to the teams. Their involvement serves as a conduit for better communication. It also builds buy-in.
When there is employee buy-in, you would see commitment and ownership. And therefore, make your KPI selection a collaborative exercise.
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