Crisis Performance Metrics to Propel the Right Behavior

Crisis performance metrics should be different from their regular counterparts. The majority of the top management is in denial, in any case. When people feel insecure, they go into the ‘survival of the fittest’ mode. Whereas your company needs behaviors that increase support amongst stakeholders. Stacey Barr explains what your crisis performance metrics should be to drive the right response in her blog article.

Working on Crisis Performance Metrics

Simon Sinek remarked in one of his leadership videos that managers usually use metrics that add toxicity to the organization. If you are experiencing the following behaviors, then you are not using crisis performance metrics:

  • Is your team at loggerheads with other departments over resources? Skilled resources are scarce in this milieu. The right behavior should be to sit down with the other teams and chalk out a solution to the resource shortage.
  • Are they not prioritizing tasks well? Even if several tasks are vying for their attention, they must know how to focus and get the expected results. Running between assignments without actually completing any is a sign of distraction.
  • Do they work with metrics without discovering the underlying meaning? Conventional metrics prefer quantity over quality. Following those do not allow your team members to capture the bigger picture.

These responses do not allow your organization to move forward in the crisis. Employees would prevent any change that you make to drive the ‘support survival’ workplace culture. Sinek insists that leaders must utilize parameters so that “value can sustain, without [us] pushing it”.

So, what behaviors should crisis performance metrics encourage? Here is a list:

More Cooperative Than Competitive

Scientists across the world are sharing their knowledge and breakthroughs to find a cure for the deadly coronavirus. Instead of personal achievements, they aim to end the pandemic as soon as possible through collaboration. Your crisis performance metrics must encourage this behavior.

More Result-oriented Than Checking Boxes

A Canadian federal agency VP concentrated on the results while driving a COVID-19 fundraising event. So, more than playing by the book, shift your team’s energy in getting results.

More Improvements Than Targets

Crisis performance metrics should encourage team members to improve their performance every day. They might fail to complete their prescribed product backlogs in a sprint. Nonetheless, they must learn from the earlier mistakes to derive quality and speed in the next sprint.

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