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.
Reflection Activity
- 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?
View Video Transcript
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
00:23
what results really matter how do you
00:27
continue I love this one how do you
00:29
continue to develop goals year after
00:32
year after year what are some strategic
00:37
actions we can take to build
00:38
accountability how do you keep your
00:43
scorecard action steps at the forefront
00:45
of what you do so lots of questions
00:49
about how to make this a rhythm or a
00:52
cadence but let’s take a minute and talk
00:54
about what’s on a scorecard and I’ll try
00:57
to answer some of those questions as we
01:00
do that so the first thing that you want
01:04
to think about are key areas of focus we
01:07
often call those pillars and the piece
01:10
about this is while there are five there
01:14
you make the decision of what are those
01:17
pillars that are really important for
01:19
Urbandale or Appleton or Birmingham
01:22
what are those pillars that are
01:25
important your key areas of focus will
01:29
be unique compared to others and that’s
01:32
the way it should be but in your
01:35
organization what are those key areas of
01:37
focus and key to me I often say means
01:43
three and in parentheses three to five
01:47
but it means that there aren’t 84 or in
01:51
my world when I used to do it 38
01:56
the critical few what are those big
01:59
areas were going to focus on and then
02:04
underneath that what are those annual
02:07
goals are measures that we’re going to
02:09
put in place so that we know we’re
02:11
making progress
02:12
what are those measures and again what’s
02:20
unique to you what’s critical to you
02:26
how will we progress monitor for those
02:30
of us in education in the room to me
02:32
this is the formative versus summative
02:34
often our annual goals our summative
02:37
measures what are we going to do to
02:38
dipstick along the way so that we aren’t
02:40
waiting for the employee engagement
02:41
survey to come back in May and tell us
02:44
holy smokes we really screwed up so what
02:49
are we going to do to dipstick along the
02:50
way to make sure we’re making progress
02:55
and then lastly what are those strategic
02:58
actions that we’re going to take and
03:01
many organizations in this room are
03:04
really good at making those come alive
03:07
because this isn’t just a plan on a page
03:10
that sits on a shelf these strategic
03:14
actions are often done in 30 or 45 days
03:17
60 days tops
03:19
and it’s taken out and used at meetings
03:22
so that we look at progress and you
03:24
create that sense of cadence and rhythm
03:26
about using that process analyzing how
03:30
far you got and then setting goals for
03:34
the next quarter or whatever it is
