3 Tests of the Measurability of Your Goals

May 17, 2012 by  Filed under: Management 

Most strategy just isn’t measurable. That means your goals or objectives probably need a little work before you should bother asking that question “how do you measure that?”.

Use these three tests on your current goals, to assess how easily you will find meaningful performance measures for them.

Test 1: Is it too action-oriented?

Your goal won’t be very measurable if it’s written as an action, like these:

  • Provide advice, counselling and support to new and existing businesses (Nottawasaga Futures)
  • To provide immediate emotional support to individuals at times of crisis (Lifeline WA)

When you attempt to measure a goal that is articulated as an action, you end up measuring how much action is happening. Useful performance measures tell you how much things have improved, as a result of your action. We all know that action doesn’t guarantee better results.

Instead of writing your goals as actions, write the results that you are trying to achieve. Of course you still need to know what action you’ll take to achieve that result, but performance is about the result, not the activity. The above examples might then become results like these:

  • Local businesses earn consistent profits sooner through our services.
  • Our clients feel confident that they can do what’s needed to get through their crisis.

Don’t confuse performance management with project management!

Test 2: Is it vague and weasely?

Your goal won’t be very measurable if it’s written in non-specific language, like these:

  • To lead and shape effective strategic alliances with business development organisations to deliver high impact outcomes for SA enterprises and industry (Innovate SA)
  • Foster opportunities for social interaction in our community to enable greater participation in community life (Baw Baw Shire Council)

You’ll struggle to find meaningful measures for weasely goals like these, because ‘weasel words’ like efficient, effective, sustainable and quality are not specific enough. You must be able to describe the change you’d observe if your goal was achieved. For the above examples, de-weasely might produce these results:

  • Our collaborations with our strategic partners ensure that any SA enterprise gets innovation help when they want it. The innovation help provided by our strategic partners increases the international marketshare of SA enterprises.
  • The proportion of Baw Baw Shire Council residents who regularly spend time joining in local community group activities increases.

If you can’t observe it in some way, you can’t measure it.

Test 3: Is it multi-barreled?

Your goal won’t be measurable if it’s written as several goals smooshed together to look like one goal, like these:

  • Employees are committed, trusted, valued, safe and accountable (Sydney Catchment Authority)
  • To achieve sufficient profit to finance our company growth, create value for our shareholders and provide the resources we need to achieve our other corporate objectives (HP)

You’ll not find one meaningful measure for multi-barreled goals that really are about several different performance results. You need to unbundle your goal into distinctly separate performance results. For the above examples, this might look like:

  • Employees are committed to providing an excellent customer experience. Employees feel trusted to make the right decisions. Employees feel their contributions are valued by their managers. Employees go home safely at the end of each work day. Employees take the lead in setting their own goals, monitoring their progress toward those goals, and taking action to achieve those goals.
  • Net profit continuously grows. Shareholders receive a higher return on investment. Cash flow meets the resource needs to meet corporate objectives.

Measures are evidence of specific results, and so each unique result needs its own measure.


Look at your current strategic goals, or departmental goals, or team goals. What kind of measures do they have? Now apply these three tests to see how measurable those goals truly are. Try and improve the way those goals are articluated, and then consider if the existing measures really are meaningful, and what ideas you have for better measures.

Stacey Barr is a specialist in organisational performance measurement, helping corporate planners, business analysts and performance measurement officers confidently facilitate their organisation to create and use meaningful performance measures with lots of buy-in. Sign up for Stacey’s free email tips at http://www.staceybarr.com/202Tips.html and receive a complimentary copy of her renowned e-book “202 Tips for Performance Measurement”.

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