Setting up a dashboard Tutorial

Unlock the power of effective management with 'setting up a dashboard'! Discover essential tips to create a collaborative tool that drives decision-making and fosters team motivation. Learn how to select impactful indicators, present data clearly, and ensure timely updates. Streamline your strategic vision and react quickly to changes—this is a must-watch for all leaders in agility and change!

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monitoring the development of one's activity,

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especially as a manager.

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Just like a car dashboard,

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the dashboard in a company allows the visualisation of follow up

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and the exploitation of data in the department through figures,

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ratios,

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and graphs.

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A good dashboard alerts you of any deviations from your planned schedule.

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It guides you in your strategic and operational decisions.

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It allows you to follow your objectives

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and to motivate the teams towards their objectives.

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With a good dashboard,

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a manager,

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even if they are off site,

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will be able to react quickly to any deviation

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and build their vision of the future.

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A leader has to be like an eagle.

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They're in an elevated position with a global view,

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but they keep an eagle eye on all the action thanks to their dashboard.

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They are then able to swiftly approach an issue at stake and treat it directly.

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Here are 10 tips for a quality dashboard.

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Tip 1,

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turn your dashboard into a collaborative tool.

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As a coach,

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I have met many managers who sadly didn't have dashboards.

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However,

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all the leaders had one.

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I have also coached many managers who made their dashboards on their own

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in order to better monitor the functioning of their department.

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If employees feel that the dashboard is only there to monitor them,

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they will be reluctant,

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and you'll struggle to get to the real data.

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My first tip is then to work collectively.

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Make your teams contribute to the conception of the

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board and to the selection of the indicators.

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The data should benefit them too.

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They should have the desire to check the dashboard and benefit from it.

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Tip 2.

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Identify those involved in your dashboard

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who will be on the receiving end,

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the superiors,

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the teams,

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some clients for a section of the dashboard,

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your management control and auditing services,

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your quality service.

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After you determine the recipients,

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you can easily ask them what they need.

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What information do they need at what frequency,

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in what format?

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What do they intend to do with this information?

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The main actors of the dashboard are those

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who will contribute in filling up the initial database

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for a simple reporting at your department's level,

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make sure that your employees are motivated

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and that the mode and frequency of the reporting is adjusted for everybody.

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If you've been a team player since the beginning,

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this should be OK.

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Tip 3.

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Choose the right indicators,

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clear,

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simple,

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transparent indicators,

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reliable indicators that cannot be rebutted,

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and indicators that allow action to be taken.

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Every department can have results in.

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turnover,

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expenses,

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margin,

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cash flow,

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activity indicators,

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numbers of days worked,

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numbers of files processed,

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numbers of campaigns launched,

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and product manufacturing time.

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Satisfaction indicators provided through satisfaction

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surveys or complaint registration.

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Here are some examples of indicators,

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the numbers of products sold,

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purchased,

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the number remaining in stock,

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the number of customers,

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the turnover per customer,

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the transformation rate.

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Customer satisfaction,

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the number of complaints,

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the average delivery time,

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turnover,

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absentees,

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and tardiness,

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etc.

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Here's an example.

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If you decide to analyse the management of client complaints,

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you can have 3 indicators,

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such as 1,

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the average processing time of a claim

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from the moment the client files it

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to the moment they receive a response.

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2,

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the number of complaints handled per day and per employee.

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And 3,

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the client's satisfaction after the complaint.

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Tip 4.

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Focus on the essentials.

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We tend to put too much information into a dashboard.

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This is normal if you are new to building a dashboard with experience,

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you will know

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which are the relevant data,

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which are mostly subject to fluctuation,

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and which are significant ratios to be highlighted.

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Tip 5.

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Build your database.

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Learn how to work with Excel or a spreadsheet

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so that data is saved automatically from one board to

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another up until the final day when it will be presented

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at a monthly meeting or hung up in the department.

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The source of the data used to calculate the ratios must be accessible.

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In some environments,

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companies can have integrated management software or reporting tools.

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Part of your data will be supplied by your accounting software,

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commercial management,

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the data warehouse,

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or an ERP,

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an enterprise resource planning tool.

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These data can be recovered

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by importing into a spreadsheet file or

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through a programmed link between the databases.

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Tips.

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6

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present the essentials.

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Many say that a good dashboard should fit on one page.

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There is a difference between the collected or grouped

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indicators that you'll see on your source of data

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and the dashboard that you will hang up.

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Present only what's relevant and essential,

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and be in sync with your recipient.

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Focus on some data only if they're necessary.

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Choose data

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that can make employees act

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and be more motivated,

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or explain inconsistencies and help to make better choices.

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Tip 7,

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take care of your presentation.

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The final dashboard presented to the teams or to your superiors should be clear,

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colourful,

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but not flashy,

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and user friendly.

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The information should be as visual as possible.

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Use pie charts,

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display progression graphically,

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compare categories using histograms.

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Make the important number pop out by

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highlighting it or using an appropriate colour.

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The dashboard should be informative,

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but above all,

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it should stimulate and guide action.

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Don't forget that tip 8.

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Transform data into an action plan.

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Make your indicators generate decisions or action.

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Remember my example about managing customer complaints in the delivery service.

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With the 3 chosen indicators,

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you can assign objectives.

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The processing of the claim should be done in 24 hours maximum.

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Each employee should handle an average of 30 claims per day.

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Customer satisfaction after claims should be 80%.

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Tip 9.

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Define the updating frequency.

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Do you need daily,

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weekly,

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or monthly updates?

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It all depends on the importance and the fluctuation of an indicator.

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The productivity of an essential machine should be followed every day.

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If something goes wrong,

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you should be able to act,

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to see it,

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and act fast.

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Operational management therefore requires more daily data.

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For data that pertain to the overall strategy,

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it is better to take a step back.

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There is no point in analysing the fluctuation of revenues on a weekly basis

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except when a product has been recently launched

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on the market or after an advertising campaign.

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The experience will make you readjust and reduce the updating intervals.

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Tip 10.

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Choose the right delivery mode.

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How are you going to transmit this dashboard?

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It all depends on the scale of your dashboard.

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Is it destined for all employees,

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to the senior management,

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or to your department only?

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Some SAAS software as a service,

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allow a direct distribution to the users.

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But you can also post your dashboard on your internet or company social network.

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You can send it or have it sent by email via the platform,

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or you can hand deliver it during a meeting to make sure

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that everyone reads it and makes it an opportunity to act.

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That's the best solution.

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We just reviewed the 10 tips to implement your dashboard in your department.

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Turning the dashboard into a collaborative tool,

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identifying the participants of the dashboard,

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setting up your own database,

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presenting what's essential only,

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transforming data into an action plan,

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defining the frequency of updates,

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choosing the right delivery mode.

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Are you a manager and still don't have a dashboard,

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then it's high time to get started

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through collective reflection.

Mandarine AI: WHAT YOU SHOULD KNOW