Como você lida com o fracasso ou o baixo desempenho ao usar KPIs para feedback e aprendizado?

In my opinion, KPIs are primarily established to measure your pace, adaptability, and progress, enabling you to track your performance on assigned tasks. It is important not to feel overwhelmed by your performance but rather to view it as an opportunity to identify what benefits the company in the long term and what does not. Often, individuals caught in a cycle of underperformance overlook the potential for KPIs to help them discover new approaches to addressing technical challenges within their skillset. Ultimately, this process contributes to personal and professional growth.

The root cause is the most important aspect of failure. If you can identify it, you can deploy a strategy for improving in the future.

Coping with failure or underperformance using KPIs involves embracing it as a learning opportunity. Start by analyzing the data to identify specific gaps. Engage in constructive feedback sessions, focusing on actionable insights rather than blame. Set realistic, incremental goals to address weaknesses. Encourage a growth mindset within the team, emphasizing continuous improvement. Use KPIs to track progress and celebrate small wins to boost morale. Remember, as Thomas Edison said, "I have not failed. I've just found 10,000 ways that won't work." Turning setbacks into stepping stones fosters resilience and drives long-term success.

When failure or poor performance is involved, I concentrate on the fact that it can be a learning opportunity. I review the particular KPIs where the lagged performance was and search for the deeper reasons, whether it is process inefficiency or strategy misalignment. Then, I disassemble the data into pieces that can be enacted and change the plan as necessary. The quality of bouncing back and improving strategies for the future is guaranteed by the principles of continuous development, resilience, and a growth mindset

In my view, failure or underperformance in KPIs is an opportunity for growth. I analyze the gaps to identify root causes, adjust strategies, and implement improvements based on insights. The focus should be on learning quickly, iterating, and treating setbacks as valuable feedback for continuous progress. As Thomas Edison famously said, “I have not failed. I've just found 10,000 ways that won't work.”

The 5 Whys method. When determine the root case of failure, I deploy this method. 1. Why we miss our target? Because - We didn't meet our sales numbers 2. Why we didn't miss our sales numbers? Because - We didn't have enough demos scheduled and our conversation rate was low 3. Why didn't we schedule demos? Because - we have 2 AEs who are in the ramp period and we have 2 SDRs supporting 5 AEs 4. Why are 2 SDRs not able to support 5 AEs? Because - they have too much on their plate 5. Why they have too much on their plate? Because - 1. they are managing 25 accounts each 2. They are not well versed in the industry. ... and so on. The more you deep dive into the problem, you will get to the "root cause" and fix it vs. fixing the symptom

If there is no revealing root cause process or service failure from earlier step, then we evaluate our SMART s. We identify the optimal measurement as "attainable". This can be done through Trial and Error, Binary search, or advanced modeling techniques to find " attainable.

Setting realistic and achievable KPIs is critical for success. While optimism in setting ambitious KPIs is common, it’s important to balance this with practicality. When defining your KPIs, consider the programs and initiatives that will drive their achievement. If there’s a discrepancy between your targets and your available resources or initiatives, it’s wise to adjust either the KPI targets or the programs to ensure alignment. This ensures that your goals remain attainable and reflective of your capabilities.

The 5 Whys methodology I shared earlier, will help you identify the real root cause. Once you know that, the corrective actions are easy and they should be tangible things you can do. Distribute them into short and long term actions, so you can at least start seeing the upward trend towards solving your problem.

This learning will come with you for the rest of your career and you will never forget what you learn from experience and hands on. Another building block for the glowing career ahead.

1. Take long term view of your career. 2. Understand one cannot hit bullseye everytime. 3.Use root causes to understand strengths along with improvement areas. 4. Build on your strengths to improve your performance in future