Your 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.

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.

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.

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 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.

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.

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.

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.

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.

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.

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?

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.

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

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.

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.

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."

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.

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.

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.

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.

A new scorecard begins to take shape when people in a church begin to think of themselves as spiritual beings who start out as infants when they are born again and are to become spiritual parents

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 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.

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

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.

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.

scorecard

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—

Chapter Summary 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.

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 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

Honesty. The word was so simple for other people. But Jacob had never been a rabbi’s daughter. He had never experienced the ups and downs of a religious communal life. The way congregants gossiped, tallying up a scorecard of Shabbat dinners and sermons before negotiating your father’s contract. The way women peered into your mother’s shopping cart at the grocery store, checking on the hechsher of her items. There were rules to being a rabbinic family. There were expectations. Rachel had not met any of them. She wanted to be courageous. Speak the words that for too long had been sitting upon her heart. But Rachel loved her parents. She loved her sometimes dysfunctional but always openhearted Jewish community. What Jacob didn’t understand—because he relied on no one and therefore had no one to answer to—was that truth had consequences. Even for love, Rachel wasn’t prepared to face them.

One way to find the right trigger for your habit stack is by brainstorming a list of your current habits. You can use your habits scorecard from the last chapter as a starting point. Alternatively, you can create a list with two columns. In the first column, write down the habits you do each day without fail.

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.

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.

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 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.

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.

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

Strategies like Pointing-and-Calling and the Habits Scorecard are focused on getting you to recognize your habits and acknowledge the cues that trigger them, which makes it possible to respond in a way that benefits you.

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 one what the world’s going to think about you, forgetting about how you really behave, you will wind up with an Outer Scorecard. Now, my dad: He was a hundred present Inner Scorecard guy

Essence of this habit is to follow what you love, irrespective of what others say and then stand your ground. The world will keep on saying a few things and then the same people would criticize you for not being original. Just do what you love and experiment. Have an inner scorecard.

As a rule of thumb, you should end up with five to 15 numbers—hopefully closer to five. There is such a thing as too much information, so keep it simple. Once you’ve identified all the categories, you then plug them into your Scorecard template.

The weekly leadership team Issues List. The time frame on these items is much shorter. These are all of the relevant issues for this week and quarter that must be tackled at the highest level. These issues will be resolved in your weekly leadership team meetings. You should not be solving departmental issues. These will typically be more strategic in nature. If it can be solved at a departmental level, push it down. Leadership issues include things as diverse as company Rocks being off track, a bad number in the Scorecard, key employee issues, major client difficulties, and process-and system-related problems.

A Scorecard is a weekly report containing five to 15 high-level numbers for the organization. In the Data Component chapter, you will learn to create and implement this powerful tool into your company. It will enable you to have a pulse of your business on a weekly basis, predict future developments, and quickly identify when things have fallen off the track. Because you’re regularly reviewing the numbers, you’ll be able to quickly spot and solve problems as they come up as opposed to reacting to bad numbers in a financial statement long after the fact.

A profit and loss statement is a trailing indicator. Its data comes after the fact, and you can’t change the past. With a Scorecard, however, you can change the future.

Use it! You must review your Scorecard every week to ensure that you’re on track for your vision. The real magic of using a Scorecard is not limited to managing it on a weekly basis. You will soon see 13 weeks (three months) at a glance, which enables you to see patterns and trends.

this Scorecard is not a P&L. It’s based on numbers showing activity and telling you whether you’re on track for a strong P&L. In other words, your Scorecard predicts your P&L.

The Scorecard is much more of a proactive tool, helping you to anticipate problems before they actually happen.

When managing a Scorecard, many clients find value in red-flagging categories that are off track. Red-flagging occurs when one of your numbers does not hit or exceed the goal for the week.

The Scorecard should cause an organizational shift. Your leadership team will become more proactive at solving problems because you’ll have hard data that not only points out current problems but also predicts future ones.

With the vision clear, people in place, and data being managed through a Scorecard, you’re creating a transparent organization where there is nowhere to hide. Your company is open and honest. Any obstacles that stand in the way of achieving your vision will be apparent. Your job is to now remove these barriers and solve the issues holding you back.

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.

Fortunately, there are also some good ways to set priorities, and some core underlying principles to prioritization that you can adapt to your needs. Here we've described a few that we've found useful, including critical path analysis; Kano; desirability, feasibility, viability; and (Bruce's favorite) the ROI scorecard.

The Scorecard review is the leadership team’s opportunity at a high level to examine the five to 15 most important numbers in the organization and to make sure they are on track for the goal.

Two roles are vital in the Level 10 Meeting. One person must run the meeting. This person will move the team through the agenda and keep them on track. Second, someone must manage the agenda. This person makes sure that the agenda, Scorecard, and Rock Sheet are updated and in front of everyone in each meeting. They update the To-Do and Issues Lists in the agenda each week.

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 -

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.

Cleveland Clinic Case Study At Cleveland Clinic, we encourage different areas of the organization to perform the kind of analysis just described by holding them accountable for saving money. In 2009, Cleveland Clinic set an organizational goal of reducing the amount it was spending on supplies of various kinds. It took its inspiration from Apple, a company that maintains stringent control over the cost of supplies. To help the internal cost-cutting committees, we set out to raise care providers’ consciousness, putting price tags on instruments and supplies and posting the costs of supplies where caregivers could see them. The goal was to make caregivers mindful about supply use. These efforts helped the organization reach its goal of cutting spending on supplies by $100 million over two years. To promote ongoing cost awareness and savings, we created scorecards that quantify and measure quality and cost, and we set goals: “Cut your costs on heart valve implants by 20 percent while improving quality by 10 percent.” We check the progress on these scorecards every three months. If we don’t see movement in the right direction, we ask new questions and implement ways to encourage and reward cost-saving measures.

ProPublica, a foundation-supported investigative journalism site, has a Surgeon Scorecard.9 It’s been criticized by doctors’ groups, among others, and has generated lots of those learned papers mentioned earlier. I wouldn’t rely solely on this rating tool, or any other, but would use them collectively to get a better sense of surgical and hospital quality. It’s also important to note that we are still at an early stage of health care provider ratings, and that the tools will become better over time.

One of our greatest challenges in changing habits is maintaining awareness of what we are actually doing. This helps explain why the consequences of bad habits can sneak up on us. We need a “point-and-call” system for our personal lives. That’s the origin of the Habits Scorecard, which is a simple exercise you can use to become more aware of your behavior. To create your own, make a list of your daily habits.

meeting and three hundred people showed up. They said, ‘We don’t care how many Japanese die of pneumonia, we don’t want your bloody changing room.’ Every change is resisted, regardless of its merits. So Beveridge is not a popular chap.” It would be hard to imagine Old Tom getting worked up about changing rooms. He was a man who walked to the sea every morning, including the winter months, and went for a quick dip—three strokes out, three strokes in. It was his elixir. Then he’d walk across the first and last holes of the Old Course, dripping, and return to his flat above his shop. “The Old Course is a phenomenon,” Beveridge said. “The New Course is a better course, per se, a better test of golf, but you cannot convince the people of that. It is simply not the Old Course. People have been conditioned by books and articles on the Open to think of the Old Course as truly the Home of Golf, as the course every golfer must play, as Mecca. They come here with this great feeling of anticipation, with this idea that they’re going to savor their every shot, and document a goodly portion of their round on film or videotape. They must complete every hole, no matter what kind of score they run up, so they can have all the boxes in their scorecard filled up, so they can keep their scorecard. They’ll say, ‘I shot a hundred and thirteen on the Old Course, and I counted every last stroke.’ “The ultimate beauty of the Old Course is that it is not fair, and in that it approximates life. You can do all the planning you like, but in the end the Old Course has the final say. If you make a shot, you must accept the outcome. You can’t play it again. That is preparation

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.