Scorecard Best Practices

Chapter 5. Design of a Scorecard System I: The Organizing Framework

Scene: Patrick's office. His phone rings. The receptionist announces that Ted has arrived. Patrick leaves his office to greet his old friend … Patrick: “Glad you could find the time to meet me at my office. It's been a hectic week around here, and I just couldn't leave the office for any extended amount of time. Follow me to our lunch room, and I'll get us coffee.” Ted: “I was in the neighborhood, anyway. So, it wasn't really a problem for me. Coffee does sound good—just cream if you have it.” Together, they walk to the lunchroom, where Patrick requests a coffee from a sophisticated coffee maker. Ted: “These machines are so good, today. They brew the cup fresh for you—no stale coffee sitting around for hours.” Patrick: “Yes, I love the convenience. They make the staff here a bit happier. It's almost like the last batch of reading materials you gave me—creating a receptive and supportive environment!” Ted: “I guess the coffee may encourage receptivity, but I'm not sure it will help employees understand how and why they, and the organization, benefit from a scorecard system.” Both men laugh, as Patrick hands the first coffee to Ted and appeals to the machine for a second. Patrick: “No, it's obvious from those documents that without a good deal of careful thought, this type of new management tool might be greeted with a great deal of push back.” Ted: “Yes. Employees want to do a good job, but if they can't understand ...