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Establishing 'Making it Happen' as a 'Formal & Predictable' Discipline
Principles and Rules Listing Page

Don't spend more than 3-4 hours in a month in reviewing a scorecard.

A good Scorecard and an efficient process should lead to not more than 3-4 hours of time spent in performance review every month. If a team is spending more than this time, there is something amiss in the Scorecard or in the process of review.
 
This page of 'Principles and Rules' is linked to:  Execution Scorecard, Customer Relationship, Sales & Distribution, Focus & Money-Machine, Data Analysis/OLAP, BI platform Tools Evaluation,



A scorecard may take a lot of effort in building, but should take proportionately lesser time to review. Therefore greater is the quality of data, its analysis, commentary and one-on-one discussions/previews, lesser time it will require for the business review when a business manager reviews it along with his team and stakeholders.

As mentioned before, when you finalize a scorecard, it should ideally answer all the questions which comes in the mind of the audience (refer Ideal Goals ). The main reason for extended time taken to do a scorecard/business reviews is because people start searching for answers, which ideally should be provided by the scorecard.


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Relevant Links to this page
Principles & Rules → Go sequentially in performance management → Principles & Rules → Commentary is must in a Scorecard → Principles & Rules → Prioritize the metrics in scorecard to start maximizing its potential → Principles & Rules → Customer and shareholder is the best test for a Scorecard → Principles & Rules → Scorecard should not only be pure business metrics → Principles & Rules → Be Trusted first, Respected later and Loved last → Principles & Rules → Don't spend more than 3-4 hours in a month in reviewing a scorecard. → Principles & Rules → Performance Review Session should stay focused → Principles & Rules → Business scorecard review can be typically with monthly frequency → Principles & Rules → Scorecards need manual finish → Practice Techniques → Aligning your rewards to your strategy- Aggressive Methods → Principles & Rules → Decision Management Process- An enabler to a Science and an Art → Principles & Rules → Performance Review Session is last place to know the action-status → Principles & Rules → Feedback is not synonymous with negative feedback → Principles & Rules → Give performance feedback closer to the observation → Principles & Rules → Be straight and blunt, till you team gets used to it → Principles & Rules → Be Shareholder-driven, customer-focused and employee-sensitive → Principles & Rules → People become the way you treat them → Principles & Rules → Maximize the output first and then the potential → Practice Techniques → Follow 70-20-10 development plan → 
 
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Relevant links to this page
Go sequentially in performance management
Commentary is must in a Scorecard
Prioritize the metrics in scorecard to start maximizing its potential
Customer and shareholder is the best test for a Scorecard
Scorecard should not only be pure business metrics
Be Trusted first, Respected later and Loved last
Don't spend more than 3-4 hours in a month in reviewing a scorecard.
Performance Review Session should stay focused
Business scorecard review can be typically with monthly frequency
Scorecards need manual finish
Aligning your rewards to your strategy- Aggressive Methods
Decision Management Process- An enabler to a Science and an Art
Performance Review Session is last place to know the action-status
Feedback is not synonymous with negative feedback
Give performance feedback closer to the observation
Be straight and blunt, till you team gets used to it
Be Shareholder-driven, customer-focused and employee-sensitive
People become the way you treat them
Maximize the output first and then the potential
Follow 70-20-10 development plan
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