A principal consultant discusses the tension between setting KPI targets and respecting senior consultants' autonomy. The goal is stretching people into better performers, not abandoning them, while finding unbilled value they could generate without losing their respect.
What's the line between autonomy and abandonment when it comes to management and KPIs? It is that line of people going, hang on a minute, you've hired me as a principal, like I know what I'm doing, fuck off, basically. I think it is a fine line, no doubt about it, which I've crossed many times. If someone can send 5 CVs in a week, maybe I'd be able to increase that. So for me, the way that I always look at it when I'm trying to coach and manage people on KPIs is how do I stretch that person to become a better consultant than they are today? There's an opportunity that you might be doing way more money than you're billing today. And I think that's kind of the mindset I have on it.