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The Hidden Leader by Barry Z. Posner, James M. Kouzes, Laurie Sain, Scott K. Edinger

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CHAPTER SEVEN

Measure Performance

We see the embodiment of the saying “What gets measured gets done” in many client organizations we visit. Routine measurement and reporting help focus people on achieving specific objectives and completing priority tasks. While measurement is powerful, it does have its dark side. A fundamental concern arises when management measures employee performance: Workers fear that measurement will devolve into inspection.

Often when managers and leaders are not well connected to customers or frontline issues, they default to requesting reports on any measure, be it productivity, financial values, or activity. As a result, they spend too much time reviewing or examining what has already occurred. Meanwhile, the proverbial ...

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