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Key Behavioral Indicators (KBIs)

Business performance depends on how people behave. KBIs are leading indicators that effectively enable and measure business performance.

Fists in Solidarity

Do you wonder if corporate scorecards and departmental KPIs are really worth the hype? Are they leading or lagging indicators? Do they enable or measure business performance?

Employee behaviors drive corporate results. When leaders and managers make it a mission to help all employees in their organization align their personal values with principles of operational excellence it creates a chain-reaction that manifests the desire and mindset of continuous improvement.

Corporate Scorecards and Departmental KPIs (key performance indicators) are absolutely critical to evaluating business performance. 

It is equally critical, if not more, to establish sound and practical measures of Key Behavioral Indicators (KBIs) that are leading indicators to business performance and provide an edge to improving the KPIs results.

How We Can Help

We coach, facilitate, and support the organization in establishing KBIs that best fits its purpose, culture, people, process, systems, and performance needs.

Some KBI measures for organizational purpose, culture, people are:

  • Successes and failures are openly communicated.

  • Executives and managers coach team members to ensure a clear connection between the purpose and the work being performed.

  • Goals are visual and understood, and everyone knows if they are winning or losing.

  • Everyone is trained in a structured, scientific approach to problem-solving; coaching is ongoing.

  • Leadership is consistently and predictably engaged where the work happens.

  • Improvement is part of the work and not an extra activity.

Some KBI measures for organizational process, systems, performance are:

  • Standard work is monitored for compliance.

  • Decision-making is pushed down to the lowest level possible with feedback given for any decisions made.

  • Near-misses are captured and addressed immediately.

  • Inventory is constantly minimized and viewed as waste, not as an asset.

  • Visits by executives and managers to the place where work happens are frequent.

  • Customers provide direct or real-time feedback.

  • Improvement activities demonstrate a clear understanding of customer feedback.

  • Measures are simple and understood by all.

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