When we visit a doctor and he or she suggests getting some measurements done, like measuring cholesterol or blood pressure, we never complain about it or try to avoid it. We get the measurement done and are curious about the results, as we want to see if we have improved from the past and what behaviour needs to be changed so that, e.g. blood pressure become better, etc.

In the realm of business, a predominant practice often involves measurement with the intent of singling out underperforming employees. Naturally, nobody aspires to be labelled as a problematic contributor, and this fear of being identified as such often leads individuals to evade measurement processes. However, a paradigm shift is needed—a shift that redirects the purpose of measurement away from identifying shortcomings and towards facilitating improvement.

Measurement, ideally, should serve as a powerful tool for empowering employees to enhance their performance, ultimately benefiting the company as a whole. Rather than being a punitive exercise, measurement should function as a catalyst for growth and development. Achieving this transformation hinges on the actions and mindset of organizational leaders.

Leaders bear the responsibility of cultivating an environment where employees actively seek measurement as a means to elevate their skills and effectiveness. When measurement is perceived as a valuable resource for self-improvement, it fosters a culture of continuous learning and development. In such an environment, individuals are not apprehensive about metrics but instead view them as instruments that aid them in achieving their full potential.

Ways to overcome resistance to measurement:

• Increase the frequency of positive reinforcement for desirable behaviours as they are now occurring
• Pair reinforcement with existing measures

Measurement can bring out the best in people if it is used for positive reinforcement.

The transformation from a measurement-averse culture to one that embraces and seeks measurement is a leadership-driven endeavour. It entails redefining the purpose of measurement, fostering an atmosphere of trust and growth, and highlighting the mutual benefits it brings to individuals and the company. Ultimately, when measurement becomes synonymous with progress rather than scrutiny, it propels both employees and organizations toward higher levels of success and achievement.

Reference: Bringing out the best in people by Aubrey C. Daniels