I was recently working in a local coffee shop when one of my previous clients stopped at my table to announce that they had just revamped all of their Scorecards. He said that the process revealed the need to make some people changes. The exercise created real clarity and made their decisions easier, because they could plainly see who was succeeding and who wasn’t.
Do your Scorecards bring clarity around your people issues? Does every member of your team know what success looks like for their role? They should, because as EOS® founder Gino Wickman says, “The essence of clear expectations is a number.”
What to Expect from a Great Scorecard
That is one of the most powerful phrases I’ve learned in my work with the Entrepreneurial Operating System®, because it made the value of a Scorecard clear to me. In all the work I do with businesses, having clear expectations is an essential component for companies to succeed.
This clarity creates some big advantages, including the freedom for leaders to let go of the work that other people should be doing. Delegating those tasks allows leaders to become the multipliers that the organization needs.
The Scorecard makes this possible, because managers can review the key metrics on a weekly basis. They know concretely, quickly and confidently if their team is reaching the level of success it is expected to achieve.
Great Scorecards leave no need for micromanaging, because you know every week exactly how each team member is doing. The Scorecard also helps managers see where they may need to coach up some of their team. Or it may become clear that some difficult people changes are needed, as it did with my client in the coffee shop.
What if Your Scorecard Isn’t Working?
Maybe you have a Scorecard, but this euphoric state isn’t happening on your team. What do you need to do? Dig in on your Scorecard and keep refining it.
This message was made very clear to one of my clients a few years ago. We were listening to an EOS client at a presentation. The client explained that they were 12 years in and had just revamped many of their Scorecards. They felt great about the work. My client reached over and punched my arm and said, “We just finished our Scorecards and you’re telling me that we’ll still need to work on them 12 years from now?” She didn’t wait for the answer, so I guessed it was a rhetorical punch.
Truthfully, there isn’t a single tool in the EOS Toolbox that lets you set it and forget it. You need to keep working on each of them to maximize the results your company sees.
Are your teams measuring up? Are all your people measuring up? Does your company performance measure up? If not, get to work on your Scorecards. If done well, they will bring clarity to you and your team, and propel you to measure up.