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.

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--

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.

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.

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

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.

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.

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.

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

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

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.

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.

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

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,

Poor stumblers, neither of you can see the other. To you he is a mark on the scorecard of 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 -

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.

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.

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?

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 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 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.

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

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

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.

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 --

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.

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.

You can't wait until a few putts fall and a couple of birdies go on the scorecard before you start trusting. You have to start replicating the state of mind you have on a hot streak as soon as you step onto the first tee.

three red and three yellow. On the scorecard Sylvie had stolen, those were Allan’s and Cici’s colors.

Coonradt addressed the question, “Why would people pay for the privilege of working harder at their chosen sport or recreational pursuit than they would work at a job where they were being paid?” He then boiled it down to five conclusions that led to hobbies being more preferable to work. Clearly defined goals Better scorekeeping and scorecards More frequent feedback A higher degree of personal choice of methods Consistent coaching

Cardiologists obviously care about their “scorecard.” However, the easiest way for a surgeon to improve his mortality rate is not by killing fewer people; presumably most doctors are already trying very hard to keep their patients alive. The easiest way for a doctor to improve his mortality rate is by refusing to operate on the sickest patients. According to a survey conducted by the School of Medicine and Dentistry at the University of Rochester, the scorecard, which ostensibly serves patients, can also work to their detriment: 83 percent of the cardiologists surveyed said that, because of the public mortality statistics, some patients who might benefit from angioplasty might not receive the procedure; 79 percent of the doctors said that some of their personal medical decisions had been influenced by the knowledge that mortality data are collected and made public. The sad paradox of this seemingly helpful descriptive statistic is that cardiologists responded rationally by withholding care from the patients who needed it most.

(five stars) COMPLEX PLOT WITH MANY CHARACTERS By Tim Janson Part Sci-fi, part fantasy, with elements of covert intrigue and superhero action, Black Tide is one of the more multifaceted stories I've read in quite a long time. Writer Debbie Bishop has woven a story that is extremely intricate and layered with plots, and sub-plots and even a few sub sub-plots, I think. It's certainly not a story you can breeze through and I found myself re-reading sections just to make sure I had everything straight. One thing Bishop does is devote a full page here and there to a character, giving their background, powers, etc, which really helps you get a handle on who is who in the story. Kind of like a graphic novel scorecard. The art by Mike S. Miller is first-rate and very smooth. If you like in-depth, elaborate storylines, then this is unquestionably a book you'll want to read. It's rare that you get a comic series this complex today. Reviewed by Tim Janson

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 The 3rd Law: Make It Easy The 4th Law: Make It Satisfying 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 Inversion of the 3rd Law: Make It Difficult Inversion of the 4th Law: Make It Unsatisfying

The Boeing 737 Max serious accident scorecard in January 2024: Max 7: 0, Max 8: 2, Max 9: 1, Max 10: 0.

It’s very important always to live your life by an inner scorecard, not an outer scorecard,

When an internal service is used extensively by internal customers and is growing fast, you should probably feed it more budget. But without an equalizing scorecard across your initiatives, it wouldn’t necessarily be clear what teams need more investment. So that’s why adding a pricing function, even for internal customers, is tremendously useful.

Most of the traders think and act like gamblers. They believe that they can outsmart the rest of the players with the help of a trading system. They take investing as a game, and daily quotes are their scorecards.

Robert S. Kaplan said, “Process improvement programs are like teaching people how to fish. Strategy maps and scorecards teach people where to fish.

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 The 4th Law: Make It Satisfying 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.

wrote: Rule 1: Clone like crazy. Rule 2: Hang out with people who are better than you. Rule 3: Treat life as a game, not as a survival contest or a battle to the death. Rule 4: Be in alignment with who you are; don’t do what you don’t want to do or what’s not right for you. Rule 5: Live by an inner scorecard; don’t worry about what others think of you; don’t be defined by external validation.

For interested consumers, there are many health pricing tools. For starters, I recommend The Wall Street Journal’s “Medicare Unmasked” tools,2 although they may be behind a paywall. The Health Care Cost Institute3 is a health-insurer funded effort to compare the cost of various procedures around the country.4 ProPublica, a non-profit news site, is one of several consumer sites that has used the CMS databases to build tools that are not exactly beloved by health care providers, including Dollars for Docs5 and Surgeon Scorecard.6

scorecard

(For more practical insights about building Job Scorecards, read Bluewire Media’s excellent blog on the topic.)

At all my management companies, we built scorecards which show that potential customers give higher customer service scores to businesses that follow up with them. So how do you help your staff work through their faulty beliefs? You educate them about the scorecard process and the importance of follow-up in customer relations. Then, you teach them the skill set necessary to effectively do the job without feeling embarrassed.

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. But as Will tucked a piece of her dark brown hair behind Shannon’s ear, he only thought of the lasts.

Thanks, Buddy,” DADDIE said. “I’m glad we had this little chat.” “You’re welcome, Daddy. Say, who is decanting next? I had Martha on my scorecard, but with, yours truly, up and running, I figured you’d probably have changed the order around.” “Yes, Martha’s next. I figure it is fifty-fifty odds that you’ll probably break something on that shell of yours, and she’ll need to fix it.” “Sweet,” Jason said. “She gives me all the cool space bandages when I get boo-boos.” DADDIE smiled. “Well, I’m using your roster, so be prepared. Li Mei will decant after that, and she’s gunning for your job.” Jason smiled and flexed. “Bring it. No one can match my awesomeness.” DADDIE nodded and said, “Good, that’s what I want to hear. If everyone has that attitude, we’ll do just fine, never mind what Lloyd’s of London said.

He said that even though we desire to be loved by others, at the end of the day, we experience happiness only when we are successful according to our inner scorecard.

Don't use the good you do for others as a gaming scorecard.

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.

The beauty of scorecards is that they are not just documents used in hiring. They become the blueprint that links the theory of strategy to the reality of execution. Scorecards translate your business plans into role-by-role outcomes and create alignment among your team, and they unify your culture and ensure people understand your expectations.

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.

1. REFERRALS FROM YOUR PROFESSIONAL AND PERSONAL NETWORKS. Create a list of the ten most talented people you know and commit to speaking with at least one of them per week for the next ten weeks. At the end of each conversation, ask, “Who are the most talented people you know?” Continue to build your list and continue to talk with at least one person per week. 2. REFERRALS FROM YOUR EMPLOYEES. Add sourcing as an outcome on every scorecard for your team. For example, “Source five A Players per year who pass our phone screen.” Encourage your employees to ask people in their networks, “Who are the most talented people you know whom we should hire?” Offer a referral bonus. 3. DEPUTIZING FRIENDS OF THE FIRM. Consider offering a referral bounty to select friends of the firm. It could be as inexpensive as a gift certificate or as expensive as a significant cash bonus.

While typical job descriptions break down because they focus on activities, or a list of things a person will be doing (calling on customers, selling), scorecards succeed because they focus on outcomes, or what a person must get done (grow revenue from $25 million to $50 million by the end of year three). Do you see the distinction?

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. MISSION: THE ESSENCE OF THE JOB The mission is an executive summary of the job’s core purpose. It boils the job down to its essence so everybody understands why you need to hire someone into the slot. Take a look at the sample scorecard on the next page. The mission for the VP of sales clearly captures why the role exists: to grow revenue through direct contacts with industrial customers.

Scorecards are your blueprint for success. They take the theoretical definition of an A Player and put it in practical terms for the position you need to fill. 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. What becomes all too clear in many of our initial meetings with clients is that they don’t bother to define what they want before they go hire somebody. We recently worked with a global financial services institution interested in hiring a VP of strategic planning.

For us, the scoreboard can’t be the only scoreboard. Warren Buffett has said the same thing, making a distinction between the inner scorecard and the external one. Your potential, the absolute best you’re capable of—that’s the metric to measure yourself against. Your standards are. Winning is not enough. People can get lucky and win. People can be assholes and win. Anyone can win. But not everyone is the best possible version of themselves.

Rule 1: Clone like crazy. Rule 2: Hang out with people who are better than you. Rule 3: Treat life as a game, not as a survival contest or a battle to the death. Rule 4: Be in alignment with who you are; don’t do what you don’t want to do or what’s not right for you. Rule 5: Live by an inner scorecard; don’t worry about what others think of you; don’t be defined by external validation.

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.

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 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.

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 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.

Therefore, it is vital for churches to provide a clear target explaining the attitudes and behaviors of a disciple; you must have a clear definition of disciple.

of Markov chain analysis.4

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.

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.

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

My prayer regimen is a small act of surrender, a practical way to deliberately pull my gaze from myself to my Savior—a lesson I learned years earlier on long car rides to news assignments but have now begun to put into daily practice. Eyes cannot look in two different directions. I want mine on Jesus—not on yesterday’s failures or successes, not on today’s agenda, and definitely not on the world’s scorecards.

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