It's still hard to believe. Last year I ran a marathon — all 26.2 miles of it.

I also completed more than 40 measurement projects related to sales performance development. Which would you rather tackle? Like running a marathon, measuring the business results of soft skills is viewed by most people with a mixture of fear and loathing. They think measurement demands vast amounts of time, effort, and expense. And though it's supposed to be good for you, many people think bottom-line measurement is just too risky. As a result, many don't even attempt it.

It's time for a change in thinking. The truth is that the measurement starting line is very wide and the race is not reserved for the genetically gifted few. Ordinary people with no special training are conducting meaningful measurement and revolutionizing their organizations in the process. You can, too.

During the past several years, I've helped dozens of companies determine whether their performance development efforts are making a difference. Large or small, all of those organizations valued - and had attempted - some form of training measurement. A few succeeded brilliantly. Others displayed conviction and technical know-how, but stumbled short of the finish line.

What follows are five measurement lessons learned the hard way, in the trenches with primarily Fortune 500 companies. These lessons are grounded in the principles of collaboration and common sense. They have proven to be invaluable guideposts for line sales management and training functions alike. Using these lessons has enabled our firm to complete 40 to 50 measurement projects every year. By adhering to these same principles, your organization can also consistently track its progress in meeting specific business goals, challenges, and needs.

Lesson 1: Focus on the Business

You've heard often that effective performance development must be linked to the goals and objectives of your organization. It's true. That principle is called "alignment," and it also applies to measurement. Strong alignment is the genesis of all successful measurement.

Now, every measurement project we launch with our clients begins and ends with a detailed view of their business goals, challenges, and needs. That sounds deceptively simple. In practice, most failed measurement efforts lack a clear connection to the desired business outcomes. There is a critical distinction between training goals, challenges, and needs and business goals, challenges, and needs.

Both line and training functions tend to see performance measurement on their own terms. How does that happen?

One reason is that the training group will focus, often exclusively, on measuring participant reactions (smile sheets) and classroom learning (pre- and post-tests). This is familiar territory for professional educators. If, by chance, the initiative fizzles, then evidence that "learning has taken place" is a tempting defense. This approach may suffice for technical or product training, but it doesn't fly for tracking the effects of negotiation, leadership, or consultative selling skills development.

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