By Shirley Birungi.
The year has come to an end, yet for many working professionals, the grip of 2025 KPIs remains firm, with the hustle spilling over into 2026. Colleague, close that laptop for a moment and take a breather before Janu-worry ends, so you can begin the first quarter of the new year with a clean slate.
The concept of Key Performance Indicators (KPIs) is not foreign in corporate circles, nor to any professional with a job description. In most cases, the job description complements the KPIs, serving as a framework for accountability and performance.
A Key Performance Indicator is a measurable value used to evaluate the success of an individual, team, or organisation in achieving specific objectives. KPIs help organisations focus on strategic and operational improvement, provide an analytical basis for decision-making, and direct attention to what matters most.
In his book Developing, Implementing, and Using Winning KPIs, David Parmenter argues that performance measurement is failing organisations worldwide—whether multinationals, government entities, or small charities. He observes that many measures are created without linking them to critical success factors. As a result, they become routine monthly or quarterly reviews that prompt management to declare, “That was a good quarter,” or “That was a bad month,” without addressing the underlying drivers of performance.
Lately, I have found myself increasingly aligned with the belief that a leader is only as good as their team. Show me a leader, and I will show you the people they lead.
KPIs, when applied meticulously, can encourage attention to detail. Teams work hard to avoid errors, knowing that at a particular point in time, their performance will be scrutinised during appraisals. It is then that explanations are offered—what worked, what did not, and why. In this sense, KPIs serve as guardrails, keeping individuals aligned with organisational objectives.
While a job description clearly outlines responsibilities, KPIs ensure that these responsibilities are executed in line with organisational policies. These performance areas are typically developed by human resource teams working closely with departments to define how individuals and teams will be assessed.
As I reflected on this, I thought about the Public Relations Committee of the Public Relations Association of Uganda (PRAU), where I serve on the Governing Council. Working alongside Brian Emorut and Lule Eriah has deepened my appreciation of leadership in its fullest sense. Their commitment, passion, and willingness to go above and beyond—often with minimal reward—are a reminder that inspiration, not obligation, drives excellence.
Occasionally, we pass by “Kyadi,” as it is fondly known—Kyadondo Rugby Grounds to the rest of the world. For Shirley, it is usually a latte or Mirinda fruity with two sticks, while the gentlemen opt for a beer with their sticks. These small but thoughtful moments keep the team connected. They also create space to exchange ideas and keep the association’s publicity efforts on track.
In voluntary leadership, the greatest reward is the opportunity to make meaningful contributions to society. What sustains that commitment over a year or more is not titles or KPIs—it is the little things.
When tools or systems fail, leaders must find solutions. Leadership is, at its core, solution-oriented. I was reminded of this during a recent committee discussion about an activity that nearly went off track. We agreed that the circumstances were beyond our control and that everyone had done their best. There was no blame game—only a collective focus on how to improve next time.
An inspired team can run from Kampala to Entebbe on foot with passion. If volunteers can summon that level of commitment, imagine what is possible for teams on payroll.
As we step into 2026, my hope is that leaders will create more opportunities to celebrate their teams. A simple “thank you,” a genuine “you did a great job,” or a trip to Kyadi—or any shared space to unwind—can go a long way in keeping the fire burning.
Team building should be non-negotiable in 2026.
Colleagues, open the laptops. It is 2026, and KPIs must be met—but let us not forget the power of inspired people.
The writer is the Director PR, Public Relations Association of Uganda (PRAU)
