Look a little closer, though, and here come the questions … lots of them!
It’s tough to know when you’ve arrived if you don’t know where you’re going. I think we can all agree on that.
But take your time, and choose carefully, because it can be tricky. Remember, we are never more ingenious than when it comes to avoiding something we don't want to do.
And yes, we can even find indicators for behaviour. Say, for instance, our new objective is to finish ALL meetings on time. “Pfff, impossible!” you say. Actually, my friend, it’s not! For example, you could systematically designate a timekeeper at meetings and set up a points system, like in a game. If at the end of the week or month the team has finished [insert a figure according to your level of meetings] of meetings on time, bingo! A prize!
And above all, it’s important to bear in mind that nothing is set in stone. The indicators can evolve to adapt to new realities, or because once they are being used, it turns out they’re not that representative after all.
There are solutions:
So, you compare, and … Yikes! You’re miles away from your target!
Relax, Max, don’t panic! Baby steps, small victories, one level at a time the big boss and Princess Peach are waiting for us at the finish line.
Well, well, well… here’s where things get interesting.
So, yes, sometimes it’s good, even necessary, to redo what we did before. Hammer it home, or, in more “corporate speak”, reinforce behaviours.
On one side we have an easy, ingrained, natural behaviour, and on the other, a new behaviour that we get nothing out of directly.
Similarly, meetings that end on time make for more productive meetings and fewer people waiting, doing nothing, in front of a room full of people.
Be demanding. If you “more or less” achieve your objectives, you’ll “more or less” achieve your results. On large projects that often require considerable energy in addition to time and money, it would be a real shame to settle for “more or less”.
So yes, monitor those indicators, to infinity and beyond (as Buzz Lightyear would say). You MUST continue to monitor your indicators beyond the end of the project. Even once you have achieved your targets, do not hesitate to keep some relevant indicators on scorecards to ensure that there is no backslip.
Beware of old slippers: they are never very far away, and they are much more comfortable than the new ones!
Change management consultant