Page 62 - Performance Leadership

Chapter 3 Measurement Drives Behavior • 51

performance leadership. Although this sounds like a long-term goal,
change can be surprisingly easy. Behaviors improve long before finan-
cial results do. Ask yourself the following questions:

• Which dysfunctional behaviors do I recognize in my
organization, and which performance indicators drive them?
• How can I put in performance indicators that trigger positive
behaviors? How can I recognize and reward these behaviors?
• Do I understand the values of my organization that drive
behaviors, and are my performance indicators in line with
them?
• Is my set of performance indicators truly balanced, or am I
driving results in a suboptimal direction?
• Are the goals for my employees, on which their recognition and
compensation is based, the same goals I have on the corporate
level?

Performance management professionals, in areas such as finance
and control, claim the “cultural aspects of performance management”
are the hardest. The opposite is true: Behavioral change is the most
concrete of all performance improvement. If you push the right but-
tons, meaningful and sustainable change of behavior is a matter of
weeks.