What builds accountability?

Get out your scorecard and regularly track your progress.
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What’s On A Scorecard: How Do We Know We Are Making Progress?

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Creating a rhythm of accountability and targeted achievement requires a planned process. In this clip, award winning leader, JoAnn Sternke, explains how using a scorecard to focus the team is the first step in prioritizing the right actions. For best results, she tells us to keep those priorities front and center during our weekly meetings.
  • Does your organization have key areas of focus?
  • How do you currently know you’re making progress? Is there an action you can take to get better at knowing where you stand along the way to achieving your goals?
00:03
and I want to talk for a minute about
00:05
this idea of executing a scorecard
00:08
because I think we received roughly 35
00:11
questions all about this idea of how do
00:16
we measure the impact of things what
00:21
would give us direction as a district
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what results really matter how do you
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continue I love this one how do you
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continue to develop goals year after
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year after year what are some strategic
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actions we can take to build
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accountability how do you keep your
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scorecard action steps at the forefront
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of what you do so lots of questions
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about how to make this a rhythm or a
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cadence but let’s take a minute and talk
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about what’s on a scorecard and I’ll try
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to answer some of those questions as we
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do that so the first thing that you want
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to think about are key areas of focus we
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often call those pillars and the piece
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about this is while there are five there
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you make the decision of what are those
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pillars that are really important for
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Urbandale or Appleton or Birmingham
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what are those pillars that are
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important your key areas of focus will
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be unique compared to others and that’s
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the way it should be but in your
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organization what are those key areas of
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focus and key to me I often say means
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three and in parentheses three to five
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but it means that there aren’t 84 or in
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my world when I used to do it 38
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the critical few what are those big
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areas were going to focus on and then
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underneath that what are those annual
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goals are measures that we’re going to
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put in place so that we know we’re
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making progress
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what are those measures and again what’s
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unique to you what’s critical to you
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how will we progress monitor for those
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of us in education in the room to me
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this is the formative versus summative
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often our annual goals our summative
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measures what are we going to do to
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dipstick along the way so that we aren’t
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waiting for the employee engagement
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survey to come back in May and tell us
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holy smokes we really screwed up so what
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are we going to do to dipstick along the
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way to make sure we’re making progress
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and then lastly what are those strategic
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actions that we’re going to take and
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many organizations in this room are
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really good at making those come alive
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because this isn’t just a plan on a page
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that sits on a shelf these strategic
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actions are often done in 30 or 45 days
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60 days tops
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and it’s taken out and used at meetings
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so that we look at progress and you
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create that sense of cadence and rhythm
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about using that process analyzing how
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far you got and then setting goals for
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the next quarter or whatever it is

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