Monthly-Quarterly indicators of leading indicators  

Goal-Sheet

An employee, team, function and enterprise works best when he/she knows on what he has to do, what will be the success criteria and what are the priorities, and above all how he will build further skills & knowledge to "make it happen"?


Monthly-Quarterly indicators of leading indicators


It is important to adopt a systematic approach towards the leading indicators. In fact, a quarterly and monthly schedule is a must to have. This will ensure that the requisite check points are in place. The employee can further break it down into week wise pieces as well.

Leading indicators pertain to events happening currently which bear an impact on future outcomes. For example, the number of leads in hand is a leading indicator which has a bearing on the actual level of sales achieved (which is a lagging indicator). Similar to lagging indicators, it is important to have quarterly and monthly breakdown of goals. The employee can even break it down further into week wise goals in his/her planner. This allows him/her to be very specific in terms of exactly how much performance is she/he supposed to achieve every week or even every day. An added benefit of this exercise is that it allows the employee to raise red flags immediately if there is a substantial negative deviation from the execution rate. Having a structured performance plan broken down into shorter measuring periods allows advance warnings for such deviations and allows the employee enough margin to quickly make some tactical changes in his/her plans for course correction. In fact room for such margins has to be included in the business planning phase itself. If the employee diligently sticks to the execution plan, managing such deviations contribute significantly to his/her abilities of change management and to his/her learning & development.