Kendall L. Stewart, M.D.

Reporting individual and organizational performance data is one thing, but finding and publishing comparative data is another thing entirely. I may think that my 95 percent accuracy is just fine until I learn that the rest of my colleagues are averaging 98 percent. It then becomes clear that my own performance is unacceptably poor, that I am the worst performer in the group. Whiny leaders often complain that accurate comparative performance data does not exist or cannot be found, but real leaders neither make nor buy that excuse. You can always find meaningful comparative data. And you must.

1. Demand comparative data. Begin by comparing your individual performance to your colleagues’ performance. Move on to comparing your team’s performance with other similar organizations. Finally, compare your organization’s performance with your competitors. That really satisfies or stings, depending on your relative performance.

2. Emphasize comparative performance. Once you begin reporting comparative performance data, its superiority over individual performance will become obvious. Before you know it, comparative data will be the only metric anyone is interested in.

3. Go public. While this is brutal, it is highly motivating. There is nothing like seeing your comparative performance on the Web for making or ruining your day.

How do you use comparative data in your department?