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We have sought to explode some of the myths surrounding metrics. Compare each myth below with the facts. See how many of them you get right. Good luck!

Myth #1: A little data goes a long way

"We have chosen a few data points that help us understand the whole business. It's really quite simple to administer."

Fact: You can only improve what you measure

Observed behavior improves. When people measure a set of activities or results, people modify their behavior to conform to the expectations where they are clear. If an organization has too few metrics, an incomplete picture emerges, and sometimes management and stakeholders are misled into believing things are fine when there are performance challenges ahead.

Myth #2: Measurement is for punishing the guilty

"I really want to identify those work units that are not producing."

Fact: Give your work "sports appeal" with Metrics That Motivate .

Using metrics for punishment is the wrong idea. When people fear punishment from metrics, they will circumvent or "game" the system. When this happens, people will produce the expected results, but often in dysfunctional ways. When that hap pens, no one really knows what the metrics are saying. Metrics are for problem solving and identifying opportunity areas. Organizations should make it safe to measure and should encourage staff to tell the truth. It is what it is, and we can work on improvement together.

Myth #3: We cannot measure what we cannot control.

"We cannot measure it, because we don't completely control it."

Fact: Measure what you influence.

Few things are under anyone's total control in government. However, metrics are best applied in situations in which the organization has some ability to influence outcomes. A good place to start measuring is in the areas you can influence that matter to your customers.

Myth #4: Metrics are for measuring people

"I want to get metrics in place so I can measure each person's productivity."

Fact: Measure the team contribution.

Metrics are an organizational tool. They are best applied to identify performance opportunities, not to serve as the basis for disciplinary action. Avoid individual measures, if possible. They drain cooperation, increase destructive competition, and influence people to torpedo others' work. When you measure the contribution of a meaningful team, you encourage teamwork, sharing good ideas, and high morale.

Myth #5: Metrics are for measuring the negative

"We track missed performance targets."

Fact : Measure the positive.

Rather than tracking the negative, say missed deadlines, track on-time projects. Provide reinforcement for the results that meet or exceed expectations and conduct problem solving sessions for the results that missed the mark. In this way, the organization can stay focused on fixing the performance, not the people.

Myth #6: We must measure everything important for success.

"We must strive to measure every element that contributes to our success."

Fact: What you measure is what you get.

The perfect is the enemy of the good. Generally, 20% of your measures will cover 80% of your results. At this point, ask yourself if trying to cover 100% of your results is going to be worth the time and other investment necessary. Generally, it is not.

Myth #7: Metrics are only to measure how the agency is meeting its goals.

"If we measure the results of our process, that should be sufficient."

Fact: Measure your performance and the customer's perception of it.

There are at least two different classes of metrics: the actual results and the customers' experience or perception of your results. Organizations need both kinds of metrics. While agencies want to know that they achieved positive outcomes, they also want to know if the customer was satisfied with the agencies delivery of the products and services as well.

Myth #8: We must measure everything, even those items that do not motivate.

"I think we're doing a good job. We're getting a 4.7 rating on a scale of 6."

Fact: Use scales that appeal to people: a scale of 10 or 100 is more motivating

People are motivated by familiar scales. We all learned in school that the target was so many out of 10 or something approaching 100%. Likewise, we should use these familiar scales in the workplace to motivate employees.

Myth #9: The power of metrics is in the details.

"The more detail we invest in metrics, the more we understand how well we are doing...more is better."

Truth: The power of metrics is in their clarity.

Keep it focused on the meaningful vital signs. A set of vital indicators will tell the story of your results without getting people mired in useless detail. Remember the adage about not seeing the forest for the trees. This applies here.

Myth #10: Metrics are inherently paternalistic.

"We sent down the selected metrics into the organization, but people do not seem to be motivated by them."

Fact: When you want people to improve it, help them measure it.

Allow people to give input into the metrics. People do not argue with their own data. The bottom-up approach creates synergy to motivate employees to collect, analyze and publish their data.