Josh Birkholz

Do performance metrics actually change behavior? Part 2 of 3

In my last blog post (part 1 of 3), I discussed motivating behavior by being mindful of employee self-interest while outlining organizational priorities.  In this week’s posting, I want to discuss the idea of the data-itself motivating behavior.

The concept of the feedback loop describes the interchange of data which influences behavior directly.  You might be familiar with the Wired magazine article on the subject which used speed limit radar signs as an example.  Even though the speedometer provides you with direct data on your speed, the radar sign declaring “Your Speed is:” has a greater impact on changing your behavior.  Even though this is only 20 degrees difference in sight line, it makes a difference.  A motivating factor might be that other’s also see your speed.

Data changes your behavior when peer input is a factor (pressure or competition), self interest is a factor (personal security or success) and in gamification (fun). the speed limit sign is an example of peer pressure.  A leader board is an example of positive competition.  

A good example of personal security is mission control.  An astronaut will immediately act upon data because it is tied to his or her well being.  Hearing “Fire!” or “Danger!” will cause us to react without being told we need to change what we are doing.  The reaction is without persuasion.

Success-based self interest might be seen in the stock market.  Based on performance data alone, we might buy or sell securities, rethink our 401K distribution, or change or risk levels.  Motivated by success, the data alone changes our behaviors.

We also see this behavior in video games.  When I am playing Bioshock, I will switch from Eve to weapons when my Eve levels deplete.  Or, I will play more conservatively when my health meter declines.  No one is persuading me to change my behavior, the real-time data is all I need.

How on earth does this apply to fundraising?  I think your mind is probably racing the same way mine was as I thought through these examples.  Motivating gift officer performance is thought to require management intervention based on findings in the metrics.  However, if the metrics can be delivered in such a way that influence is immediate, there is a distinct advantage.

Are your reports tapping into peer pressure or fueling competitiveness?  In other words, do you communicate these broadly for all people in your organization to see?  Do your fundraisers, as described in my first post, see their performance and the resulting organizational benefit as directly tied to their personal benefit?  Is it fun?

As you develop or enhance your fundraising performance metrics, consider these examples to see real and immediate change.

In part 3 of 3, I will describe 7 steps to rolling-out effective performance management plans at your nonprofit.

Joshua Birkholz

Bentz Whaley Flessner