The document discusses how scorecards can be used as a key tool for accountability in organizations. It recommends that leadership teams create scorecards with key business focus areas and metrics in a concise format. Lower teams then develop supporting tactical scorecards to track progress. Scorecards should be reviewed in meetings and used to track performance and address issues. An action register can also be used to document tasks, owners, and target dates to move initiatives forward. Together, scorecards and action registers can create a consistent process that increases accountability, engagement, and business performance when used systematically throughout an organization.

1. Scorecards: The Key
to Accountability
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2. Performance Today – Are we
winning or losing?
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3. Performance Today
The CURRENT State of Business Connectivity:
• Every organization is measuring, yet very few people feel connected to the
overall business
• Often organizational leaders are feeling overwhelmingly accountable for
results, yet struggle with driving the same degree of engagement
throughout the team
• In an attempt to drive engagement and interest, leaders find themselves
influencing through their Proximity, Position, and powers of Persuasion
• In the absence of a robust connectivity process, a mindset of dependence
and entitlement will prevail
• Metrics currently being tracked often serve as Thermometers, not
Thermostats – Plastered on bulletin boards and populated by non-
stakeholders
• Employees looking to leaders to provide Clarity, Connectivity, and
Consistency
• Result: a culture with sporadic focus, faint sense of urgency, and selective
engagement driven by the crisis of the moment
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4. Non-Negotiable
Connectivity Process
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7. Connectivity Process
A Business Scorecard System
BUSINESS SCORECARD:
A simple and concise tracking tool designed
to create a common business language
throughout an organization.
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8. Connectivity Process
• Leadership team creates key business focus areas and a standard format
– No more than 15 goals per scorecard
– Performance is color coded, Red/Green
– Visually projected in meeting room so that it sets the tone – Is the team
winning or losing? Tone should be set within five seconds…
• All lower teams develop tactical scorecards to support the key business focus
areas – Shared ownership for populating data
• Business scorecards are reviewed in every team meeting as a standard
agenda item
• Team members utilize an action register to address scorecard performance
issues – Red = Corrective Action Plan, Additionally 90 days of Green
Performance warrants a scorecard metric review – Thermometer to
Thermostat application
• Both Scorecards and Action Registers need to be integrated into a single
electronic process thereby giving anyone visibility into a team’s performance
at anytime.
• Scorecards and action registers audited by the senior leadership team twice
per year for alignment and robustness
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9. Consistency Process
A Business Scorecard System
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11. Consistency Process
An Accountability System
ACTION REGISTER:
An accountability tool
designed to document
TARGET COMPLETION
ACTION OWNER COMMENTS
critical tasks, DATE DATE
ownership responsibilities,
and target dates.
ARE YOU MOVING THE
BUSINESS FORWARD?
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12. Consistency Process
An Accountability System
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14. Communication Process
Creation of a scorecard driven, business focused communication process
that consistently drives urgency and accountability in the organization
The scorecard needs to be visible to all team members and used as the
catalyst of each weekly meeting. Everyone should be able to see if the
team is “winning or losing.”
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15. Join Shane
immediately
following the
session for a book
signing of his best
selling business
novel
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