While measuring performance, managers often run into two main pitfalls. 

First is Goodhart’s Law, the idea that “when a measure becomes a target, it ceases to be a good measure.”  In other words, when people optimize their behavior to achieve a specific target, there may be unintended consequences, like cutting corners or ignoring other important things outside the target. 

Second, since it’s easier to keep track of factors like OKRs and KPIs, managers often don’t adequately measure values, habits, and other contributions to the team. And when it comes time to do formal performance reviews, managers may be scrambling to get measurements to inform their evaluation.

In this class, you will learn to take a continuous measurement approach that creates the right incentives and avoids unintended consequences.

You’ll leave with a greater understanding of...

• How to choose measurements that create the right incentives.
• How to take a continuous measurement approach and gather data via 1:1s and work tools.
• How to tailor your measurement approach to each person and their role through the right leading and lagging indicators.