Sunday, August 3, 2008

The strength of maintaining a scorecard

We have all heard lots about the balanced scorecard, for those that have them, however it is quite often so far detached from our day to day work that people find it difficult to understand in the context of what we do.
So what is the real world option - how can we make sense of it? How do we tell if we are leading our team in the right direction?

Try this for a few months and see how you go.

1. List the three major things your team does.
2. List every department internal and external that touch your team.

This should result in list of 7-12 items.

Now write a short statement that reflects perfection for each of these items. This will be your score of 10.
Write another sentence that reflects a fair result/action for each item. This will be your score of 5.
Write another sentence for barely acceptable. This will be your score of 1.

Now you have the framework for your own scorecard.

The next piece is the most difficult, take an hour to reflect on your list and give yourself a score. Look for any low scores and develop an action plan by the end of the week.
By the end of the month you need to solicit feedback against your list of items and confirm your score was realistic.

Next month review your scores and look for areas to improve.

The beauty of maintaining your scorecard is that you will have no surprises. Your scorecard also gives you a ready reckoner to describe the important aspects of what your team's job is all about.

If you can do this and keep it up-to-date with real scores your team and your leadership will flourish.

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