Why the Right Business Performance Measures Matter (From Chaos to Clarity, Part 3)

Growth, Chaos, and Becoming a Firefighter

When my previous company, Pioneer B1, started to grow, it was exciting. Revenue increased. Customers came in. We hired more people.

At the same time, things became chaotic.

As the team expanded, I found myself spending more time firefighting than leading. I was pulled into too many decisions, reacting instead of anticipating, and constantly trying to understand where things were slipping. Growth was happening, but clarity and control were not keeping up.

That was when I was first introduced to KPIs, Key Performance Indicators.

At first, I saw KPIs as a way to understand what was happening without being everywhere at once. Over time, I realized something much deeper: when defined and used correctly, KPIs are one of the most powerful leadership tools for creating focus, alignment, and accountability - without micromanaging.

That lesson stayed with me.

A Pattern I Kept Seeing in Small Businesses

Over the years, I’ve worked with many small and midsize businesses, often participating in annual leadership strategic planning sessions and providing the technology aspect. These were good sessions. Leaders were thoughtful, engaged, and ambitious. They defined goals for the year ahead and left energized.

What surprised me came later.

When I returned a year later to participate the next planning session, many of the same goals were still on the list. Revenue had grown. Headcount increased. Customers were added. And yet, goals from one or even two years earlier were still marked as “in progress.” or not even started.

The problem was never commitment or effort.

The real question was: how do you know what’s happening during the year? And how do you adjust before it’s too late?

If progress is only reviewed at year-end, you’re not managing execution, you’re reviewing history. Leaders need visibility during the year, not after it’s over. They need to know where things are drifting, what needs support, and where adjustments are required before goals stall.

This is where performance measures become essential.

KPIs, OKRs, Metrics, or Measures?

You’ll hear many terms used interchangeably: KPIs, OKRs, metrics, scorecards.

Learn how to define performance measures

Personally, I prefer the term KPIs. But over time, I noticed that some business owners interpreted it differently or found it overly technical. To create clearer conversations, I often use measures or performance measures instead.

What you call them matters far less than how they’re defined and used. It is also helpful to recognize that KPIs and OKRs are different. KPIs usually track ongoing performance, while OKRs are often used to drive improvement toward a specific objective.

What matters most is not the framework itself, but that goals and measures are clearly defined, reviewed consistently, and used to guide real decisions.

At their core, performance measures answer a simple leadership question: How do we know if we’re making progress on what matters most?

When measures are clear, they create focus. When they’re vague or excessive, they create confusion and debate.

Why Most Small Businesses Get Measures Wrong

Despite good intentions, many organizations fall into the similar traps, so please take a look at the below to ensure you define measures correctly:

1. Too many measures When everything is measured, nothing is truly managed. Focus is diluted, priorities blur, and the most important work gets lost. In most cases, each person should have no more than two or three measures.

2. Measuring only financial outcomes Revenue and profit matter, but they are outcomes. When companies measure only financial results, they miss the behaviors and systems that drive them, such as customer experience, quality, reliability, and collaboration.

3. Measures disconnected from goals and strategy Teams can hit their numbers and still miss the company’s goals if measures aren’t clearly tied to strategy or a goal. This leads to local success but global misalignment.

4. Shared ownership (which often means no ownership) Collaboration is important, but accountability requires clarity. Every measure needs one owner. That person may rely on many others, but they are responsible for understanding performance, identifying gaps, and asking for support. Without clear ownership, measures become discussion points instead of leadership tools.

5. Measures without targets or evolution If a measure has no target, it can’t guide behavior. And if measures never evolve, they stop reflecting reality. Measuring enables managing, and managing enables improvement - but only when measures are reviewed and refined.

6. Measures that ignore values and culture

If values are stated but never measured, they remain aspirational. When measures reflect values, culture and execution reinforce each other. What leaders choose to measure quietly defines what the organization believes actually matters.

What Good Measures Actually Look Like

A good performance measure is specific, observable, and clearly connected to what truly matters to the business. A good measure is always tied to an objective, but the measure itself needs to be precise. The objective explains what you are trying to achieve. The measure explains exactly how progress will be evaluated.

Vague measures create confusion. Clear measures create focus.

For example:

• Instead of “Improve customer experience,” use “Percentage of customer issues resolved within 48 hours.”

• Instead of “Grow the sales pipeline,” use “Number of qualified opportunities created per month.”

• Instead of “Improve delivery reliability,” use “On-time project delivery rate.”

Each of these measures answers a clear question, has an obvious owner, and can be reviewed regularly without debate. Most importantly, they drive behavior rather than just reporting.

Clear measures reduce confusion and allow leaders to focus conversations on learning and improvement instead of explanations.

Review Rhythm: Turning Measures Into Execution

Measures only work if they are reviewed consistently.

Some organizations review weekly, others monthly. The cadence matters less than the discipline. Reviews should be fixed, predictable, and focused.

When a measure is off track, the goal is not to explain it away. The goal is to understand it. Is this a strategy issue? A capacity issue? A clarity issue? Or something personal? This is where measures connect directly to issue management (which I explored in Part 2 of this series). Measures surface the signal. Issue management drives the response.

Without a review rhythm, measures become reports. With a rhythm, they become leadership tools.

What Needs to Be in Place Before You Define Measures

One of the most common mistakes leaders make is starting with measures. While having measures is better than having none, the most effective approach works top-down. This is the same operating system thinking I introduced in Part 1 of this series, where I explored the idea of an AI-powered business operating system:

• Start with purpose and core values

• Define the top two or three company goals

• Identify the strategies to achieve those goals

• Translate strategies into clear actions

• Then define measures that support those actions, goals, and strategies

When measures are not connected to strategy and purpose, teams may hit numbers while missing intent. Alignment erodes quietly.

Strong organizations maintain a clear chain: Measures connect to strategy, and strategy connects to purpose and values. When any link in that chain breaks, performance may look healthy on paper while the business slowly drifts off course.

This is also where culture shows up. If customer excellence, accountability, or teamwork truly matter, they should be reflected in what you measure. What leaders choose to measure sends a powerful signal about what actually matters.

Why Systems Matter (and Where Purpose Path Is Different)

There are many systems that can help manage KPIs, measures, or strategy - and leaders should absolutely use them. Spreadsheets, dashboards, and scorecards all have their place. Where many tools fall short is connection.

Measuring results in a small business operation

While clarity on measures and alignment helps, many organizations struggle to maintain this link consistently in the flow of daily work. Most systems start with measures or strategies. Purpose Path starts earlier.

Purpose Path begins with purpose and core values, learns your organization, and then helps leaders connect those foundations to goals, strategies, measures, and day-to-day execution. It is not just about tracking KPIs - it is about maintaining alignment as the business grows and changes.

By combining a structured operating model with AI-driven insights, leaders get early signals when things drift, rather than waiting for quarterly or annual reviews. That shift - from reactive to real-time, is what allows leaders to stay focused on what matters most.

From Measuring to Leading

Performance measures are not about control. They are about clarity, trust, and focus.

When defined correctly, owned clearly, and reviewed consistently, they allow leaders to stop firefighting and start leading. They turn goals into action and values into behavior.

In the next part of this series, we’ll explore how to set goals correctly, and why goal quality is often the missing link between clarity and execution.

Because clarity only creates impact when it leads to action.