Yes! Measures of conditions, activities or outcomes can and should be used to provide early ‘weak signals’ of things that may go wrong in the future, and which require preventative action. If stakeholders or change team members are not attending meetings, if early quantitative or qualitative indicators of engagement go down, if those involved in pilot projects feel trapped by arbitrary measures or bureaucratic rules etc., these need to be viewed as symptoms of underlying problems that need to be addressed.
Yes! Greg Norman once said that ‘If you do not know what you are aiming at, you will hit it every time!’ We need goals and objectives, and we need to be able to tell how far we have gone in achieving them. Also, a check on whether we have done what we promised to do is also a useful discipline. It focuses our attention on making sure that we do not lag behind and allows us to check up on what we have yet to do. This can be crucial in complex projects.
Yes! Stakeholders need to be convinced to continue to support you. For this, you need to show that whatever they take to be ‘results’ are being achieved. Those directly involved in change can experience fatigue, anxiety and stress since work often increases and initial performance often goes down. ‘Chunking up’ change, so that you can create and celebrate ‘small wins’ along the way is crucial to help build confidence and maintain energy.