Lions: These are managers who are respected by co-workers. They are bold and lead their pride. With analytics-based performance management, their boldness enables them to try various managerial concepts. These include strategy maps and their companion, the balanced scorecard; activity-based costing to measure product and customer profitability; and driver-based budgeting with rolling financial forecast updates. In the wild, males seldom live long due to injuries sustained from continuous fighting with rivals. In business, lion-like managers will encounter conflicts in their pursuit and support of these managerial concepts.
Peacocks: These are the employees who like to look good to everyone. Peacocks cannot fly. Similarly, this type of employee’s contribution to implementing analytics-based performance management is limited. They like to take credit and display their plumage, but they have not earned the credit they claim.
Owls: These are the wise sages who truly understand what analytics-based performance e management is all about. They tend to be quiet and are careful observers. An owl’s survival strategy depends on stealth and surprise. Owl-like employees should speak up more and tell the lions what is really happening. In doing so, owls could help others understand any obstacles to applying progressive methods that can result in better decisions, like applying business analytics.
Rabbits: These are the ready-fire-aim project managers who are impatient with slow progress. Sometimes their sense of urgency is needed to quickly move things along. They endorse techniques like rapid prototyping with iterative remodeling to get sufficient results with speed so that others understand what benefits the methodology can bring. But sometimes, their haste can land the project in a ditch.
Tortoises: Like the owls, these are very smart workers. They move slowly, but they know where the project should go. Most people know the tortoise and the hare fable: The tortoise won the race because it figured out that having perseverance and a sense of direction is best in the long term.
Skunks: These employees are bad news for analytics-based performance management projects. Just when there is some traction with getting organizational buy-in from others, they stink up the project with unsubstantiated fears that the project has little or no payoff. They need to be kept away from the project.
Armadillos: These are thick-skinned employees whose egos are near impenetrable, just like an armadillo’s armor. They can handle attacks from naysayers who fear change. Armadillos are prolific diggers with sharp claws. Similarly, their analogous employees are heads-down hard workers who want to see the job done.
Crocodiles: These employees wait ever so quietly until they see an opportunity. Then, when the moment is right, they snap into a debate about whether the project is valid and will lead to improvements. They believe in their perspective regarding project and rarely lose.
Horses: Workhorses are invaluable. They work long hours making sure correct and clean data is ready for input to drive the analytics-based performance management projects that yield insights and actions. Horses can sleep standing on their legs. This is good for late-hour efforts. Thoroughbred racehorse-type employees are a special breed. They not only work hard, but also fast.
Ostriches: You might suspect the analogy for an ostrich may be employees who stick their head in the ground to hide and avoid confrontations, but that is a misconception. Ostriches can run 70 miles per hour and during a conflict can viciously kick with their legs. They are nomadic. Ostrich-like managers are strong and also nomadic because they like to move from one functional area to another after they have made their mark. They make an impact at a crucial time in the analytics-based performance management project and then secure a new job elsewhere.
Snakes: Beware of these types of managers. Snakes can swallow prey much larger than their heads due to the flexibility of their jaws, and some have deathly venom to poison their prey. Analogous managers have similar traits but use office politics in place of venom. They are not interested in the success of the project and are self-centered with no hesitancy to derail a co-worker’s career.
Beavers: Beavers are busy workers that love to construct dams. Analytics-based performance management is all about model building. A managerial accounting system using activity-based costing principles is a model for measuring how an organization consumes resource expenses into calculated costs of outputs, products, services, channels and customers. A strategy map models the executive team’s strategic objectives and how they causally link the behavior of employees with measures aligned with the strategy. You get what you measure.
Eagles: These are the true leaders. Eagles have extremely keen eyesight. Unlike managers who cope with complexity, eagle-like leaders cope with change and must exhibit vision and inspiration. The best leaders for analytics-based performance management have the vision and ability to inform their organization about the direction they want to go. The other managers and employees then determine the best ways to get there.
Lemmings: The myth of lemmings is that they commit mass suicide when they migrate and mindlessly fall off cliffs, and you might guess my metaphor of them is the type of employee who goes along unquestionably with their co-workers’ opinions. But the truth is that lemmings are solitary animals that are good at focusing on primary tasks, like burrowing for food. Analytics-based performance projects need this type of intensity in lemming-like employees.