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System Approval by the CEO
Top executives set the behavioral tone of an organization. These leaders, particularly the Chief Executive Officer (CEO), are not only responsible for establishing the organization’s vision, mission, values, and goals, but through their decisions, actions, and communications convey to the workforce their commitment to the achievement of these expectations. Such conveyance demands that these expectations also be programmatic embedded within the organization’s policies, procedures, standards, and performance measures. Therefore, it is crucial that the executive team approves, buys-in to, and reinforces the organizational performance measurement system so to ensure its credibility with the workforce at large.
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Additional Information
Additional information on driving organizational alignment and accountability through performance metrics can be found in:
Articles
- Make the Mission Measurable
- Prioritize the Mission
- Organizational Performance Measures – Vertical Cascading
- Organizational Performance Measures – Horizontally Shared
StrategyDriven Podcasts
- Make the Mission Measurable
- Prioritize the Mission, part 1 of 2
- Prioritize the Mission, part 2 of 2
- Vertically Cascading Organizational Performance Measures, part 1 of 3
- Vertically Cascading Organizational Performance Measures, part 2 of 3
- Vertically Cascading Organizational Performance Measures, part 3 of 3
- Horizontally Shared Organizational Performance Measures
StrategyDriven Podcast – Video Edition
Whitepaper
Model
About the Author
Nathan Ives is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.
Most leaders monitor the performance of their various divisions, departments, and work groups using a system of organizational performance measures. These measures monitor the efficiency and effectiveness of that organization’s functions – a reflection of the responsible manager’s performance.
Organizational performance measure output informs management decisions and drives workforce behaviors. As errant data may result in misdirected effort and highly adverse outcomes, it is extremely important that performance measure output be as accurate as possible.
Change is difficult. Value illusive. Implementation of new organizational performance measures represents both change and sought after value, either of which can render the time and resources spent creating the new measures worthless. Consequently, it is incumbent upon those seeking to introduce the new measures to effectively test for acceptance and value contribution before committing the significant time and resources required for their development and implementation.
Establishing and maintaining and organizational culture supportive of a diverse and inclusive workforce requires deliberate ongoing action communicating the importance of and support for these principles. Consequently, leaders need insight into employee behaviors such that appropriate corrective actions can be taken when necessary as well as visibly reinforcing their commitment to the principles of organizational diversity and inclusiveness. Helping achieve both these goals is a robust performance measurement system specifically tailored to measure the organization’s commitment to being diverse and inclusive.
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