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Keeping Score

One of the foundational shifts in a NOW organization is the shift to keeping score as a means of maintaining focus. This taps into our human desire to improve and oddly few businesses do this well. I use the following story to illustrate the weaknesses inherent in the annual performance review:

Imagine you’ve taken a job that involves playing basketball 40 hours a week. Five days a week you go to the court and play as well as you can from 8:00 a.m. to 5:00 p.m. You play hard, but no one ever keeps score. At the end of the year your manager sits you down for an annual performance review. What can she tell you but “You showed up and did your best”?   You can hardly improve on that performance. Now suppose the next year she installs a scoreboard on the wall. Now at the end of each hour or day or week or month you and your manager can talk about specific ways in which you might improve your performance. You’ll focus, strive to improve, work on your technique, test new strategies and go to work each day, eager to make improvements.

  • About The Author

    John Bernard

    John Bernard ‘s work in redefining the fundamental drivers of business performance improvement has led to national recognition as a thought leader in employee engagement. As an equally experienced executive and consultant, his effective articulation of new ways of thinking about management and management systems has led to his forthcoming book, Engage to Win, The Surprising Secret to Extraordinary Employee Engagement. John is managing partner of Portland, Oregon based Mass Ingenuity at Check out John's book at Full

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