Scorecard Quotes

No. You can't work your way into heaven. Anytime you try and justify yourself with works, you disqualify yourself with works. What I do here, every day, for the rest of my life, is only my way of saying, 'Lord, regardless of what eternity holds for me, let me give something back to you. I know it doesn't even no scorecard. But let me make something of my life before I go.. and then, Lord, I'm at your mercy.

There’s no such thing as repayment or scorecards in friendship. If you need me, tell me, and I’ll be there no matter what.

People don’t care what really happened—the truth—they care about what makes them feel better, what puts them higher on the scorecard than someone else—even if it’s a lie.

His military triumphs had been neither frequent nor epic in scale. He had lost more battles than he had won, had botched several through strategic blunders, and had won at Yorktown only with the indispensable aid of the French Army and fleet. But he was a different kind of general fighting a different kind of war, and his military prowess cannot be judged by the usual scorecard of battles won and lost. His fortitude in keeping the impoverished Continental Army intact was a major historic accomplishment. It always stood on the brink of dissolution, and Washington was the one figure who kept it together, the spiritual and managerial genius of the whole enterprise: he had been resilient in the face of every setback, courageous in the face of every danger. He was that rare general who was great between battles and not just during them.

And so the Afternoon Weekday Date Scorecard went like this: gay boys, 3. Bedsheets, below zero. Vatican-enforced check on virginity, 10. Sometimes life just plain sucked beyond the suckiest of suckage. And I was out of clean bedsheets, too.

Poor stumblers, neither of you can see the other. To you he is a mark on the scorecard of your achievement, a thing and not a man; a child, or even less--a black amorphous thing. And you, for all your power, are not a man to him, but a God, a force--

The big question about how people behave is whether they’ve got an Inner Scorecard or an Outer Scorecard. It helps if you can be satisfied with an Inner Scorecard. I always pose it this way. I say: ‘Lookit. Would you rather be the world’s greatest lover, but have everyone think you’re the world’s worst lover? Or would you rather be the world’s worst lover but have everyone think you’re the world’s greatest lover?’ Now, that’s an interesting question.

Really? We are being herded on a bus to drive across town to an all-boy academy where we disembark and join our lonely counterparts on a dance floor. Sounds like a scorecard situation to me.

Marriages only work well when both sides desist from keeping scorecards of each other’s performance.

Winning or losing is not the right scorecard. Obedience is. When we do the right thing, we’re being faithful. Even if we get the wrong results.

There’s no such thing as repayment or scorecards in friendship.

Inflation hurts us all. Today I'm seeing inflation at the grocery store, the leisure sector, and even on my golf scorecard. Yes, The Central Bank is to blame for my horrendous game.

Eric Harris wanted a prom date. Eric was a senior, about to leave Columbine High School forever. He was not about to be left out of the prime social event of his life. He really wanted a date. Dates were not generally a problem. Eric was a brain, but an uncommon subcategory: cool brain. He smoked, he drank, he dated. He got invited to parties. He got high. He worked his look hard: military chic hair— short and spiked with plenty of product—plus black T-shirts and baggy cargo pants. He blasted hard-core German industrial rock from his Honda. He enjoyed firing off bottle rockets and road-tripping to Wyoming to replenish the stash. He broke the rules, tagged himself with the nickname Reb, but did his homework and earned himself a slew of A’s. He shot cool videos and got them airplay on the closed-circuit system at school. And he got chicks. Lots and lots of chicks. On the ultimate high school scorecard, Eric outscored much of the football team. He was a little charmer. He walked right up to hotties at the mall. He won them over with quick wit, dazzling dimples, and a disarming smile.

I don't validate my faith with a church attendance scorecard. I think of church as a vibrant community of people consisting of two or more of varied backgrounds gathering around Jesus. Sometimes they are at a place that might have a steeple or auditorium seating. But it's just as likely that church happens elsewhere, like coffee shops or on the edge of a glacier or in the bush in Uganda. All of these places work just fine, I suppose, When it's a matter of the heart, the place doesn't matter. For me, it's Jesus plus nothing—not even a building.

Golf is not as much fun without a scorecard. Tennis doesn’t work as well without it. Same for other sports. Somehow, though, we muddle through life without a scorecard, one that’s focused on character strengths, even though most people, if they reflected on it, would agree that in the game of life, these are what truly matter most.

Fill out the Habits Scorecard. Write down your current habits to become aware of them. 1.2 Use implementation intentions: “I will [BEHAVIOR] at [TIME] in [LOCATION].” 1.3 Use habit stacking: “After [CURRENT HABIT], I will [NEW HABIT].” 1.4 Design your environment. Make the cues of good habits obvious and visible. The 2nd Law Make It Attractive

To be a better person, spend less time filling out your personal scorecard and more time being kind . . . to you.

The big question about how people behave is whether they’ve got an Inner Scorecard or an Outer Scorecard. It helps if you can be satisfied with an Inner Scorecard.

We should refrain from adopting laws that would allow countries with poor scorecard on human rights to exploit backdoors on techs for silencing dissent.

It's about time to see the downfall of the scorecards of who's right and who's wrong. At the end of the day, what's important is that you feel good.

With the weekly scorecard you measure execution, not results. You score yourself on the percentage of activities you complete each week.

Life is measured in birthdays. Graduations. Weddings. First steps. A first crush. A first kiss. Firsts, not lasts, are the tallies on a life’s scorecard.

An unprofitable company must not be doing work useful to society. Perhaps its products are lousy or maybe is badly run. In any case, the balance sheet is both a managerial and moral scorecard.

when it came time for that once-in-a-lifetime shot of the bride and groom sealing the deal with a lengthy smooch, the groomsmen all lifted scorecards rating the kiss. Everything from a 9.5 to a 10.0.

In life, typically, the only one keeping a scorecard of your successes and failures is you, and there are ample opportunities to learn the lessons you need to learn, even if you didn’t get it right the first—or fifth—time.

Buffett takes pride not only in his track record, but also in following his own “inner scorecard.” He divides the world into people who focus on their own instincts and those who follow the herd. “I feel like I’m on my back,

I was driven in large part by what Warren Buffett calls “the outer scorecard”—that need for public approval and recognition, which can so easily lead us in the wrong direction. This is a dangerous weakness for an investor, since the crowd is governed by irrational fear and greed rather than by calm analysis. I would argue that this kind of privileged academic environment is largely designed to measure people by an external scorecard: winning other people’s approval was what really counted.

The most common mistake you'll make is forgetting to keep your own scorecard. Very little at work reinforces your ability to do this, so you will have to be vigilant. When evaluators give you an assessment, they are just guessing at who you are; they certainly are not the ones who know your potential. They can rate you and influence you, but they don't get to define you. That's your most honorable assignment: to define, every day through the way you deliver your work, the scope and nature of your inherent abilities.

A Strategy, no matter how beautifully crafted, has to be executed by and with the people. Therefore, Invest in the people. Communicate the vision and strategy to them. Give them the opportunity to demonstrate how their day-to-day activities contribute to the organisation's strategy

Parallel to tenderness and cruelty, the cataracts of pleasure and pain are interrelated. Painful and pleasurable sensations instruct us of our physical boundaries. The collective scorecard of physical pain and pleasurable sensations define the evolving self. Our internal clockworks comprised of remembrances of times past, both painful and pleasurable, provide each of us with a telling emotional autobiography. What we primarily recall – pain or pleasure – is revelatory. How we act with kindness and tenderheartedly, or hardheartedly and cruelly is equally telling.

fell apart after the first three holes?” Milo looked a little glazed. “After the third hole, we had to wait a while for the foursome ahead of us and she asked me to ‘explain the scorecard.’” Exasperatedly Denise said, “Explain the scorecard! She’s four under par after three holes, and she’s

Today, many whites oppose all social reform as "welfare programs for blacks." They ignore the fact that poor whites have employment, education, and social service needs that differ from the condition of poor blacks by a margin that, without a racial scorecard, becomes difficult to measure. In summary, the blatant involuntary sacrifice of black rights to further white interests, so obvious in early American history, remains viable and, while somewhat more subtle in its contemporary forms, is as potentially damaging as it ever was to black rights and the interests of all but wealthy whites.

It is tempting to measure how much you have meant to someone by the size of their reaction to your departure, but this reduces relationships to a scorecard. 1 Corinthians 13 is about as clear as you can get when it comes to love and scorekeeping: don’t do it. You matter, others matter; how this is expressed shouldn’t be the gauge of how much.

What might our lives feel like if we didn’t march through them with a scorecard, keeping a tally of our failures and successes? How would it be to stop pretending omniscience? Can you imagine being able to trust that the outcome of your efforts will be right, whatever the outcome? Even when it looks as though every effort is marked with failure?

The only scorecard that ever gets tallied in the real world is how many times you walk away from the fight and leave your opponent dead in the dust. I can shoot damn straight when the occasion calls for it, but I’m not a bulls-eye expert. The difference is, I can hit a man on the other side of the street while I'm running, ducking, and dodging automatic weapons fire. Sacrificing pinpoint accuracy for shooting fast and on the move may mean you burn a little more ammo, but in the end, it's going to keep you alive a lot longer. Gunfighting isn't a biathlon. It's an ugly business that rewards dirty tricks and being faster and meaner and more ruthless than the other guy. It's the only way you're going to win.

You can move a leader’s feet by force, or you can move their hearts by influence and inspiration.

IMAGINE ENTERING THE COCKPIT of a modern jet airplane and seeing only a single instrument there. How

You may create a inspirational & visually resplendent strategy map but without accountability its value is specious

The gathering of information to control people is fundamental to any ruling power. As resistance to land acquisition and the new economic policies spreads across India, in the shadow of outright war in Central India, as a containment technique, India’s government has embarked on a massive biometrics program, perhaps one of the most ambitious and expensive information gathering projects in the world—the Unique Identification Number (UID). People don’t have clean drinking water, or toilets, or food, or money, but they will have election cards and UID numbers. Is it a coincidence that the UID project run by Nandan Nilekani, former CEO of Infosys, ostensibly meant to “deliver services to the poor,” will inject massive amounts of money into a slightly beleaguered IT industry?50 To digitize a country with such a large population of the illegitimate and “illegible”—people who are for the most part slum dwellers, hawkers, Adivasis without land records—will criminalize them, turning them from illegitimate to illegal. The idea is to pull off a digital version of the Enclosure of the Commons and put huge powers into the hands of an increasingly hardening police state. Nilekani’s technocratic obsession with gathering data is consistent with Bill Gates’s obsession with digital databases, numerical targets, and “scorecards of progress” as though it were a lack of information that is the cause of world hunger, and not colonialism, debt, and skewed profit-oriented corporate policy.51

Contrary to Western evangelicalism’s obsession with the individual, discipleship is and always was a group project. No one in the New Testament followed independent of other followers. —Steve Murrell, Wikichurch

The scorecard is rooted in resentment, and the space between you is highly responsive to resentment. The scorecard is lethal because its rooted in fear - fear that we're on our own, that we're not going to be taken care of, that we're not going to get what we need...In order to get rid of scorecard, you have to choose to act in love instead of fear. To get rid of your scorecard, someone has to move toward the other first.

To achieve such intense strategic focus the organizations had instituted comprehensive, transformational change. They redefined their relationships with the customer, reengineered fundamental business processes, taught their workforces new skills, and deployed a new technology infrastructure.

Buffett takes pride not only in his track record, but also in following his own “inner scorecard.” He divides the world into people who focus on their own instincts and those who follow the herd. “I feel like I’m on my back,” says Buffett about his life as an investor, “and there’s the Sistine Chapel, and I’m painting away. I like it when people say, ‘Gee, that’s a pretty good-looking painting.’ But it’s my painting, and when somebody says, ‘Why don’t you use more red instead of blue?’ Good-bye. It’s my painting. And I don’t care what they sell it for. The painting itself will never be finished. That’s one of the great things about it.

I cannot remember who scored runs or took wickets, and I have always held in check the temptation to take an archaeological dig into Wisden to find out. Long ago I realised that to go looking for the evidence risked shaking loose the memories I already had; and possibly losing some of them as a consequence. So the important fragments of that day remain intact, shut and airtight in my mind, as if sealed in a jar. The scorecard my grandfather bought me - and filled in with a silver ballpoint pen - is long gone too. I have nothing that preserves our time together there except for the dozen or so still, square images which I can slide in a private show across my mind. These keep alive its broad outline, which is sufficient. The bold statistics don't matter anyway. What does matter is the imprint our journey to Trent Bridge left on me. It's evident in this book, which is also part-payment of an outstanding debt to my grandfather which I can never fully repay.

But seriously, because you both fail to understand what is happening to you. You cannot see or hear or smell the truth of what you see -- and you, looking for destiny! It's classic! And the boy, this automaton, he was made of the very mud of the region and he sees far less than you. Poor stumblers, neither of you can see the other. To you he is a mark on the score-card of your achievement, a thing and not a man; a child, or even less -- a black amorphous thing. And you, for all your power, are not a man to him, but a God, a force --

The big question about how people behave is whether they’ve got an Inner Scorecard or an Outer Scorecard. It helps if you can be satisfied with an Inner Scorecard. I always pose it this way. I say: ‘Lookit. Would you rather be the world’s greatest lover, but have everyone think you’re the world’s worst lover? Or would you rather be the world’s worst lover but have everyone think you’re the world’s greatest lover?’ Now, that’s an interesting question. “Here’s another one. If the world couldn’t see your results, would you rather be thought of as the world’s greatest investor but in reality have the world’s worst record? Or be thought of as the world’s worst investor when you were actually the best? “In teaching your kids, I think the lesson they’re learning at a very, very early age is what their parents put the emphasis on. If all the emphasis is on what the world’s going to think about you, forgetting about how you really behave, you’ll wind up with an Outer Scorecard. Now, my dad: He was a hundred percent Inner Scorecard guy. “He was really a maverick. But he wasn’t a maverick for the sake of being a maverick. He just didn’t care what other people thought. My dad taught me how life should be lived. I’ve never seen anybody quite like him.

HOW TO CREATE A GOOD HABIT The 1st Law: Make It Obvious 1.1: Fill out the Habits Scorecard. Write down your current habits to become aware of them. 1.2: Use implementation intentions: “I will [BEHAVIOR] at [TIME] in [LOCATION].” 1.3: Use habit stacking: “After I [CURRENT HABIT], I will [NEW HABIT].” 1.4: Design your environment. Make the cues of good habits obvious and visible. The 2nd Law:Make It Attractive 2.1: Use temptation bundling. Pair an action you want to do with an action you need to do. 2.2: Join a culture where your desired behavior is the normal behavior. 2.3: Create a motivation ritual. Do something you enjoy immediately before a difficult habit. The 3rd Law: Make It Easy 3.1: Reduce friction. Decrease the number of steps between you and your good habits. 3.2: Prime the environment. Prepare your environment to make future actions easier. 3.3: Master the decisive moment. Optimize the small choices that deliver outsized impact. 3.4: Use the Two-Minute Rule. Downscale your habits until they can be done in two minutes or less. 3.5: Automate your habits. Invest in technology and onetime purchases that lock in future behavior. The 4th Law: Make It Satisfying 4.1: Use reinforcement. Give yourself an immediate reward when you complete your habit. 4.2: Make “doing nothing” enjoyable. When avoiding a bad habit, design a way to see the benefits. 4.3: Use a habit tracker. Keep track of your habit streak and “don’t break the chain.” 4.4: Never miss twice. When you forget to do a habit, make sure you get back on track immediately. HOW TO BREAK A BAD HABIT Inversion of the 1st Law: Make It Invisible 1.5: Reduce exposure. Remove the cues of your bad habits from your environment. Inversion of the 2nd Law: Make It Unattractive 2.4: Reframe your mind-set. Highlight the benefits of avoiding your bad habits. Inversion of the 3rd Law: Make It Difficult 3.6: Increase friction. Increase the number of steps between you and your bad habits. 3.7: Use a commitment device. Restrict your future choices to the ones that benefit you. Inversion of the 4th Law: Make It Unsatisfying 4.5: Get an accountability partner. Ask someone to watch your behavior. 4.6: Create a habit contract. Make the costs of your bad habits public and painful.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

balanced scorecard approach advocated by Kaplan and Norton or the value-based management approach of Stern Stewart in the nineties,

Thomas Edison once said, “One might think that the money value of an invention constitutes its reward to the man who loves his work. But speaking for myself, I can honestly say this is not so . . . . I continue to find my greatest pleasure, and so my reward, in the work that precedes what the world calls success.

Scorecards describe the mission for the position, outcomes that must be accomplished, and competencies that fit with both the culture of the company and the role. You wouldn’t think of having someone build you a house without an architect’s blueprint in hand. Don’t think of hiring people for your team without this blueprint by your side.

The first failure point of hiring is not being crystal clear about what you really want the person you hire to accomplish. You may have some vague notion of what you want. Others on your team are likely to have their own equally vague notions of what you want and need. But chances are high that your vague notions do not match theirs. Enter the scorecard, the method we’ve devised for designing your criteria for a particular position.

The scorecard is composed of three parts: the job’s mission, outcomes, and competencies. Together, these three pieces describe A performance in the role—what a person must accomplish, and how. They provide a clear linkage between the people you hire and your strategy.

Outcomes, the second part of a scorecard, describe what a person needs to accomplish in a role. Most of the jobs for which we hire have three to eight outcomes, ranked by order of importance.

If we cleaved ourselves in half to examine our daily mind chatter under a microscope, who amongst us would daringly display the sediment of their innermost thoughts for public consumption? A tattler’s tale reporting the silted musings resembling my tarnished soul is probably the most typical scorecard. Thomas Hardy (1840-1928), an English novelist and poet declared, “If all hearts were open and all desires known – as they would be if people showed their souls – how many gapings, sighings, clenched fists, knotted brows, broad grins, and red eyes should we see in the market place!” My unsavory report card is indistinguishable from the blemished masses. Etched into the end zone of my lifetime playing field are the horrors of gluttony, greed, failure, and humiliation. Recognition of my sinful life led directly to a rash act of despondency. Commission of a ream of sins is a reflection of my weak character. Guilt from leading a sinful life, not strong character, manufactured the overwhelming despair that caused me to seek absolution. The willingness to grade myself as less than a satisfactory human being might be my only hope of ever achieving spiritual salvation.

Some use Salesforce. Others use Excel. Others use analytics tools. Each leader has their own scorecard. Enablement professionals need to be part of the conversation about what is working and what is not. We need to connect the dots between the great work we do and the results. We want to be able to walk into our leadership’s office and show the correlation between performance by seller and by team and enablement activity. We need to be able to turn a subjective dialogue into a fact-based and analytical conversation. We need to be able to provide answers to the most important question: What can we do to improve performance and achieve our go-to-market goals?

government, and ceremonial activities. They must also prepare themselves for the bigger decisions, greater risks and uncertainties, and longer time spans that are inherent to this leadership level. They must always be cognizant of what Wall Street wants them to achieve in terms of the financial scorecard. Group managers can’t take a specialist mentality into a realm that mandates holistic thinking. They need to evolve their perspective to the point that they see issues in the broadest possible terms. We should also point out that some smaller companies don’t have a group manager passage. In these companies, CEOs usually undertake a group manager’s responsibilities.

A positive strategy should focus on innovation.

The digital transformation scorecard allows you to focus on the most important things. Without scorecards, it will become like searching for a needle in the haystack.

A scorecard assesses progress to strategic goals whereas a dashboard assesses performance to operational goals.

When we talk about smart selling, it’s not exclusive, anyone can be better at smart selling, if only we come out of self-illusion zone created due to a successful month-end scorecard, we fail the minute we start paying more attention to successful sales campaigns while ignoring the unsuccessful ones. Sometimes things do fall into our nets, but smart selling is all about paying equal attention to things which escaped the net.

Get Live Cricket Score, Scorecard, Schedules of IPL, International & Domestic cricket matches along with Latest News with CricPlex.

If you want a reality check, take a look at the study that’s regularly put out by S&P Dow Jones Indices, part of McGraw Hill Financial. The study is known as the SPIVA Scorecard, short for Standard & Poor’s Indices Versus Active. It compares actively managed funds to appropriate benchmark indexes. Over a 10-year period, typically 20 percent or less of actively managed funds outperform their category’s benchmark index.

We cannot judge each minor or even major vignettes of life as a final statement of our worth. The totality of our deeds comprises our final scorecard. If a person struggles in the earnest quest of accomplishing their ultimate destination, their demonstrative sincerity exhibited traveling with an open mind and displaying disciplined application of assiduous effort to improve their own self, while unselfishly avoiding harming other people provides a measure of satisfaction, even if a person fails to attain his or her ultimate visage.

With enough practice, your brain will pick up on the cues that predict certain outcomes without consciously thinking about it. Once our habits become automatic, we stop paying attention to what we are doing. The process of behavior change always starts with awareness. You need to be aware of your habits before you can change them. Pointing-and-Calling raises your level of awareness from a nonconscious habit to a more conscious level by verbalizing your actions. The Habits Scorecard is a simple exercise you can use to become more aware of your behavior.

My mom always said if it isn’t a lesson, then it’s a blessing

I'll do everything I can to make you happy, and I’ll never be the one to make you cry. I’ll be the one to wipe away your tears and show you that it’ll be okay. You and your mama are my whole life.

As you create your Habits Scorecard, there is no need to change anything at first. The goal is to simply notice what is actually going on. Observe your thoughts and actions without judgment or internal criticism. Don’t blame yourself for your faults. Don’t praise yourself for your successes.

The 1st Law Make It Obvious 1.1 Fill out the Habits Scorecard. Write down your current habits to become aware of them. 1.2 Use implementation intentions: “I will [BEHAVIOR] at [TIME] in [LOCATION].” 1.3 Use habit stacking: “After [CURRENT HABIT], I will [NEW HABIT].” 1.4 Design your environment. Make the cues of good habits obvious and visible. The 2nd Law Make It Attractive The 3rd Law Make It Easy The 4th Law Make It Satisfying

Ron Howell founded an obscure nonprofit group called Oklahomans for Judicial Excellence. It did something unheard of: it started grading local judges based on their fealty to free-market economic theory. The group created scorecards for state judges, measuring how well their verdicts conformed with the teachings of Hayek and von Mises. The group publicized these rankings with public opinion articles published in places like the Daily Oklahoman.

1. MISSION. Develop a short statement of one to five sentences that describes why a role exists. For example, “The mission for the customer service representative is to help customers resolve their questions and complaints with the highest level of courtesy possible.” 2. OUTCOMES. Develop three to eight specific, objective outcomes that a person must accomplish to achieve an A performance. For example, “Improve customer satisfaction on a ten-point scale from 7.1 to 9.0 by December 31.” 3. COMPETENCIES. Identify as many role-based competencies as you think appropriate to describe the behaviors someone must demonstrate to achieve the outcomes. Next, identify five to eight competencies that describe your culture and place those on every scorecard. For example, “Competencies include efficiency, honesty, high standards, and a customer service mentality.

Can one unearth above-average fund managers, who can consistently or over time beat the market? Once again, the academic research is gloomy for the investment industry. Using the database first started by Jim Lorie’s Center for Research in Security Prices, S&P Dow Jones Indices publishes a semiannual “persistence scorecard” on how often top-performing fund managers keep excelling. The results are grim reading, with less than 3 percent of top-performing equity funds remaining in the top after five years. In fact, being a top performer is more likely to presage a slump than a sustained run.18 As a result, as Fernando’s defenestration highlighted, the hurdle to retain the faith of investors keeps getting higher, even for fund managers who do well.* In the 1990s, the top six deciles of US equities-focused mutual funds enjoyed investor inflows, according to Morgan Stanley.19 In the first decade of the new millennium, only the top three deciles did so, and in the 2010–20 period, only the top 10 percent of funds have managed to avoid outflows, and gathered assets at a far slower pace than they would have in the past.

The data bears this out. In addition to a “persistence scorecard,” S&P Dow Jones Indices publishes snapshots of how many mutual funds beat their benchmarks. Most years, a majority underperform their indices, whatever the market. Over multiple years, the data becomes progressively grimmer. As of June 2020, only 15 percent of US stock-pickers had cumulatively managed to surpass their benchmark over the last decade. In bond markets, it is a similar tale, albeit varying depending on the flavor of fixed income. The data is more favorable for fund managers in more exotic, less efficient asset classes, such as emerging markets, but on the whole the data is clear that in the longer run most fund managers still underperform their passive rivals after fees.

God's Grand Weather Machine by Stewart Stafford Some say: 'Send storm clouds back to sender; Into God's omnipotent weather machine.' Let them come, I say, and cleanse me, Reborn for the second time as a teen. Improvising with nature's gifted props; Perspective in motion, despite the scene, To go without sleep for fear of nightmares? Insomniac strike - we're dreamers, not the dream. Skies beyond our grasp caress down; As raindrop punctuation marks careen, Spin your watery partner on the floor, Absent of weather critics venting spleen. Thunderous applause greets our every move, Hoping lightning's ovation strikes the forest trees. We shuffle and shimmy as sky spray slicks steps, Dancing to judges' scorecards of degrees. © 2024, Stewart Stafford. All rights reserved.

If those at the top are not energetic leaders of the process, change will not take place, strategy will not be implemented, and the opportunity for breakthrough performance will be missed.

I will refresh the weary and satisfy the faint. (Jer. 31:25 NIV) Gracious Father, I am like a baby bird in a nest before this promise, with my mouth wide open. I am weary. I haven’t fainted yet, but I am weary. It’s heartening to know that I don’t have to pretend around you. I don’t have to feel guilty, feign strength, or make excuses. You meet me in my weariness to refresh me as a loving Father, not reprimand me as a disgruntled coach. You meet me with the gospel, not a scorecard.

At any given point in the life of a project, the only two things that matter are the amount of effort and resources required to complete the project, and the present value of the cash flows that the project will generate. As harsh as this may seem, the energy and effort already invested in the project are irrelevant. Goals and strategies change, and sometimes the most prudent course of action is to cut your losses and to move on to more value-creating projects.

"You're thinking too much, as usual," I said. A dismissive snort as he got to his feet. He tried running again, and didn't fall, but did more lurching than loping, his legs threatening to tangle at every step. "Apparently this could take a while, so how about you practice and I'll head back to the house—" He darted past me and veered to block my path. I smiled. "I knew that'd work. So as I right? It's better when you act, not think?" A sigh whistled out of his nostrils, condensation hanging in the frigid air. "You hate that, don't you? We should keep a scorecard, see who's right more often: me or you." He rolled his eyes. "Not a chance, huh? You'd never live it down if I beat you. But I am right this time. Your body knows how to move as a wolf. You just need to shut your brain off and let your muscles do their thing."

From a leadership perspective the biblical role of staff members is to “equip the saints.” But there should be a place where staff can practice “being a saint.

At the end of the day, in spite of the risks, do life with your people. They need to see you struggle and process your day-to-day walk with Christ. They need to see you desire community, and you need to see transformation take place among your community.

Armed with an awareness of how investors value intangibles,

H. I. QUESTIONS FOR TEAM LEADERS Are you comfortable with the fact that your team will only be as good as the leadership you provide? Where are you in the process of moving from individual producer to leading through a team? In which of the five key responsibilities of a leader do you excel? Which of the five key responsibilities of a leader need more of your attention? Are you willing to dialogue with your team on these issues so that you can be a better leader for them? Are you flying at the correct altitude for your leadership role? LEADER’S SCORECARD Give yourself a grade (A, B, or C) in the following areas: _____I have made the transition from independent producer to leading through a team. _____I am flying at the right altitude. _____I am intentional in my spiritual life. _____I am intentional in my family life. _____I have intentional growth in my professional life. _____I manage my “dark side.” _____I regularly keep the mission in front of my team. _____I constantly ask questions. _____I regularly take time away to think. _____My team members are in the right seats. _____I provide maximum missional clarity to the team. _____I empower staff rather than control or micromanage them. _____I intentionally mentor/coach my team members (at least monthly). _____I have an intentional plan to develop new leaders. _____Mobilization of resources is high on my list. _____My schedule is designed to allow me to lead with excellence.

God is a sending God. Just as he sent his Son and his Holy Spirit to the world, he is sending his people into the world.

Just as the mighty sequoia would topple without a community of supporting trees, believers who seek transformation apart from a Christian community are vulnerable to spiritually topple in the winds of adversity.

The health, long-term mission, and viability of the church are not going to be determined by those who gather on Sunday morning. The future of the church will be determined by the depth of its disciples.

Church leaders—including pastoral staff, elders, deacons, and leadership teams—must see community as a biblical nonnegotiable, an essential for transformation, a necessity for building lives that stand the test of time.

The Balanced Scorecard (BSC) provides managers with the instrumentation they need to navigate to future competitive success.

Community is essential when it comes to successfully living out the Christian walk in a day-to-day context. So the math is simple: More community = More disciples Understanding the nature of groups helps you

Too often we attempt to teach people to swim in a classroom.” If you have ever taken swimming lessons, you immediately get the importance of getting in the water and practicing under the watchful eye of a swimming rabbi. Jesus invited the original twelve to go swimming with Him.

The guy selling programs just outside Gate A pauses just long enough in his spiel to ask me how I'm feeling. I tell him I'm feeling fine. He says, 'Do you thank God?' I tell him, 'Every day.' He says, 'Right on, brotha," and goes back to telling people how much they need a program, how much they need a scorecard, just two dollars unless you're a Yankee fan, then you pay four.

This report, by its very length, defends itself against the risk of being read. —Sir Winston Churchill Statesman 1874–1965

Information is a source of learning. But unless it is organized, processed, and available to the right people in a format for decision-making, it is a burden, not a benefit. —William Pollard Historian

the traditional form of Hoshin Kanri, there is a grouping of four perspectives. It is no surprise that the balanced scorecard perspectives are mirror images (see Exhibit 1.8). As with the balanced scorecard, Hoshin Kanri can be improved with the introduction of employee satisfaction and environment and community. EXHIBIT 1.8 Similarities between Hoshin Kanri and Balanced Scorecard Perspectives

The PIs help teams to align themselves with their organization’s strategy. PIs are nonfinancial and complement the KPIs; they are shown with KPIs on the scorecard for each organization, division, department, and team. Performance indicators that lie beneath KRIs could include: Percentage increase in sales with top 10% of customers Number of employees’ suggestions implemented in last 30 days Customer complaints from key customers Sales calls organized for the next week, two weeks Late deliveries to key customers The RIs summarize activity, and all financial performance measures are RIs (e.g., daily or weekly sales analysis is a very useful summary, but it is a result of the efforts of many teams). To fully understand what to increase or

Hoshin Kanri Business Methodology The balanced scorecard had its origins in Hoshin Kanri, so it is appropriate to examine this business methodology. As I understand it, translated, the term means a business methodology for direction and alignment. This approach was developed in a complex Japanese multinational where it is necessary to achieve an organization-wide collaborative effort in key areas. One tenet behind Hoshin Kanri is that all employees should incorporate into their daily routines a contribution to the key corporate objectives. In other words, staff members need to be made aware of the critical success factors and then prioritize their daily activities to maximize their positive contribution in these areas.

We don't own mission, and it is not ours to define.

We need to stop presenting community as just another option for the religious consumer and start presenting it as God’s will for everyone. It should be seen as the reality of those within the church and the refuge for those without.

The Human Resources Scorecard: Measuring the Return on Investment (ButterworthHeinemann, 2001),

The idea that spiritual growth begins with discomfort is a fact many church members and church leaders have been unwilling or unable to embrace.

Growth happens in community because the Bible places community as a critical step of obedience for the Christ follower. So the Christ follower outside of community is living in disobedience.