Guess what, their focus shifts. So it is your job as a change agent within this organization to ensure that you keep these people right on focus. And so I call myself a professional nag which is really what I am. So all I do is really I just hold them to what they said they were going to do and remind them of the commitments that they have expressed, and of course, I do a lot of other things too, but that’s the primary part.
You have to develop measures that support each strategy for each perspective at each level. Yet, I would never want to see thousands of metrics. I am not sure what you would get out of that. You have to seek a balance among measures and ensure linkage to processes and procedures. If you have processes where there are no metrics associated with them, and the metrics are only associated with your strategy, guess what, there is a complete disconnect.
How are you going to evaluate the processes that you are executing are actually going to be helping you to achieve that strategic goal? You have to develop some solid baseline data, and you have to develop equal number of measures for the past, present and the future.
Now, by all means, I have done this for a while, it is extremely difficult to identify meaningful leading indicators. And that’s kind of like the Holy Grail because when you find one, and it actually works, guess what, you are going to put it away in your back pocket, and you are going to pull it out the next time, and you are going to try and find more and more of it.
Everyone can develop lagging indicators. Everyone can eventually streamline what you are going to look at and what you are not going to look at. The leading indicators is really what gives you the power. It gives you the power to foresee the future; it gives you the power to keep people directed; it gives you the power to maintain a focus.