Key Performance Influencer with Bill Leahy

What does a KPI mean to you? Is it just a performance measurement tool to you? Is it a metrics that you have developed to see how your systems are doing? A KPI is all of these things but much more than that. A KPI is an organizational goal that you have to achieve. When you have smaller key performance Influencer in place to drive people’s behavior towards achieving a larger organizational goal, that’s when a KPI becomes effective. So, we are using our key performance influencers—any incentives or benefits that would keep the employees motivated—to achieve our performance goals on a day to day basis which ultimately leads to achieving all the KPIs an organizations might have set in.

The purpose of having leading and lagging KPIs is to put some accountability procedure in place. What you need to do is to make everyone understand how things work in detail so that they will be able to understand how they contribute to everything. Once they are aware of that you should hold them responsible for the things they are supposed to be doing. That’s how you are not only just empowering them to do things as they want to get the results that you need, you are also influencing how they behave in the workplace. You can also use the same procedure to get the support of your managers and drive certain changes in the workplace.

So, with a simple thing like a KPI, you can set things up that will help you get things done efficiently in the future. Leadership always plays a key role in the change management, so you have to make sure that you have good leaders at the top to influence people’s behavior the way that would benefit everyone and help you achieve your targets. Sometimes, these influencers can get people to behave in a negative way as well. You can avoid this to make the KPIs as simple as possible. That would make it easier for people to grasp what’s the right way to do things and what’s the standard of performance measurement.

The organizations looking to set up a KPI metrics should have a clear vision and they should communicate that vision to everyone involved. Once that’s done they should know their strengths are weaknesses so that they would know what to do in order to get to where they want to go. It also depends on the culture of that particular organization. If they already have some standards in place and people are receptive to change, it becomes easier for them to implement that newly created metrics. Leadership should make sure that they provide the teams with everything that they need and they should take steps to ensure that they bring everyone into the loop. They should have some level of freedom to explore and carry out things. In the end, it really is about building an environment of understanding, trust, and confidence. Occasional training and an agreement at certain things goes a long way down the journey.

Eruditio Links:

• Eruditio
• HP Reliability
• James Kovacevic’s LinkedIn
• Reliability Report

Bill Leahy Links:

• RSMRP Annual Conference
• Bill Leahy LinkedIn
• Developing Leadership in Maintenance and Reliability by Bill Leahy

172-Key Performance Influencer with Bill LeahyJames Kovacevic

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