Comments on: Measurement Happens

By: Bret L. Simmons

Bret L. Simmons — Sun, 30 Aug 2009 16:17:38 +0000

Derek, I appreciate you taking the time to share your excellent thoughts. Give a good operational definition. almost anything can be measured in some way or another. Thanks for the tip on Steve Kerr’s book! I will have to check it out. He knows his stuff very well. Thanks! Bret

By: Derek Irvine, Globoforce

Derek Irvine, Globoforce — Sun, 30 Aug 2009 13:12:38 +0000

Bret, interesting post. What amazes me is how many competent, even excellent, leaders will argue that X cannot be measured. Often, the reality is that they are defining X incorrectly as an emotion and not looking deeply enough to find the action behind X that CAN be measured and therefore managed.

I’m recently enamoured of Steve Kerr’s new book “Reward Systems” in which he outlines his “definition-measurement-reward” approach and how to apply a bullseye method to arrive at measurable/manageable actions.

A very interesting read I reviewed in more depth here: http://globoforce.blogspot.com/2009/07/measuring-reward-systems-driving-change.html

By: Bret L. Simmons

Bret L. Simmons — Thu, 27 Aug 2009 00:56:18 +0000

Wally, I really appreciate this! I love your blog and respect your opinion very much. It’s an honor to be recognized by you. Thanks!! Bret

By: Wally Bock

Wally Bock — Thu, 27 Aug 2009 00:44:24 +0000

Congratulations! This post was selected as one of the five best independent business blog posts of the week in my Three Star Leadership Midweek Review of the Business Blogs.

http://blog.threestarleadership.com/2009/08/26/82609-midweek-look-at-the-independent-business-blogs.aspx

Wally Bock

By: Bret L. Simmons

Bret L. Simmons — Wed, 26 Aug 2009 02:08:20 +0000

Ellie, appreciate your additional thoughts. Larger consulting companies may have more pressure to sell programs, and their large company customers may feel more pressure for instant pudding results. The small company or individual should have more of a craftsman approach. Thanks! Bret

By: Ellie

Ellie — Tue, 25 Aug 2009 22:59:23 +0000

Bret, I absolutely agree that size matters in this problem. As with all things human, the less personal it is, the easier it is (and so the greater the temptation) to cheat. In this case, by providing impersonal feedback that ticks the companies’ desired boxes rather than tackling the problem. Perhaps building a meaningful relationship with an important member of the company is the first thing to try to get round this issue? An honest and heartfelt one to one explanation probably wouldn’t go amiss. Anything that brings the human face of the advisor in contact with the human face of the decision maker in the co. Ellie

By: Bret L. Simmons

Bret L. Simmons — Tue, 25 Aug 2009 17:23:00 +0000

Steve – excellent observations!! You are so correct that measurement itself is part of the complexity. And as one who measures, I can tell you that even though it is a “science” it is very messy. Numbers don’t always behave the way we want them to. You point about rarely solving org. problems reminds me of “The Goal” where the removal of one constraint serves to reveal the next one. A continuous process of system improvement. Thanks!! Bret

By: Bret L. Simmons

Bret L. Simmons — Tue, 25 Aug 2009 17:19:31 +0000

Ellie, I can’t disagree with any of what you have said. I agree with you that both parties bear responsibility for the situation. Most companies are looking for simple solutions, and most consultants are more than happy to offer those up. Do you think it is even more true of the large companies and large consultants? I’ve personally met some individuals that I know share my perspective. Thanks for sharing your thoughts!! Bret

By: Steven M. Smith

Steven M. Smith — Tue, 25 Aug 2009 16:35:31 +0000

Bret, Organizational problems involve multidimensional interconnected properties, which makes them complex (challenging and fun). Your story is a great way to explain the challenge of finding the root cause of a SYSTEM problem.

If the system complexity weren’t enough of a challenge, measurement compounds the complexity. In organizations, measurements are frequently gamed. In your story, imagine the consequences of the diagnostician saying there was zero difference in the length of each of your legs. Why would someone do that? Because the environment strongly suggests to them that it’s in their and the organization’s best interest. I’m sure you’ve seen this happen.

Finally, I believe we rarely “solve” organizational problems — we make trade-offs to increase or decrease the most valued property. Nice post, -Steve

By: Ellie

Ellie — Tue, 25 Aug 2009 16:13:59 +0000

Hmmmm. I love the idea of consultants coming in and saying “actually this company will be better able to advise you on this problem than us, you should try them” but I suspect it may be a bit like communism – sounds good on paper but doesn’t work in the real world. That’s probably not the fault of the consultants themselves. After all, companies are unlikely to recommend someone who refers them elsewhere, so such a consultancy would probably fail. The system rewards people who present a solution even if it isn’t the best one. We are in a vicious cycle, consultants don’t offer that solution as businesses don’t like it, businesses don’t get the opportunity to grow to like it because consultancies don’t offer it. Tricky one to solve that…