Part 2 - The Importance of Measurement in the Accountability Meaurement Coaching Equation

Measurement without attachment, without outcomes and consequences, is only helpful as a mirror to where the organization is. But it is a mistake to believe by measuring the key metrics of a business, that in and of itself will drive desired outcomes of that business.

That is where I left off in part 1. Superior Access measured everything but was not effective or efficient in driving desired results. The measurement was not attached to accountability. For example, the daily written premium of each underwriter needed to be roughly double what is was for Superior Access to be in the upper tiers of wholesale insurance agencies. But the underwriters were unaware of this, even if they knew how much premium they sold that month. They were not accountable to outcomes. Nor were the managers or the director.

I knew it was possible to double the premium and keep the quality high using counter balancing key metrics. But I also knew it wasn't not going to be easy. I was the new leader coming in and it was going to be tough building trust with the management team and building buy-in to a program that is big on individual accoutablity with an exceptional degree of transparency.

So how did we start. The management team in place had been together for several years. They had been through a lot and did an exceptional job creating a work system that allowed the team to see and measure performance at every level from agent to underwriter to manager to overall organization. The hard part was and is, linking measurement to every individual from underwriter, manager, director, where they see it and their performance is rated by it. One other catch...everyone else can see there measurement and performance as well.

In part 3, I schedule a two day meeting with the management team where we go over key metrics for each job and position, implementation, and what to expect as we move forward in joining accoutability and measurement together.