Scorecard Best Practices

Chapter 3. Establishing Motivation

Scene: One week later—a brightly lit corner roadhouse.

Patrick and Ted meet for after‐work cocktails to continue their earlier conversation … Patrick: “Hi Ted. I'm glad that we were able to get together so quickly after our meeting last week.” Ted: “Glad that we could find time to get together. Let me get the first round.” Patrick: “OK, I'll have a beer.” Ted gets the server's attention and orders a couple of pints of beer. Patrick: “So I've gone through the preliminary documents and I think that I'm starting to understand the terms, attributes, benefits, and uses for a scorecard system.” Ted: “I thought that material might provide a good starting point.” Patrick: “I see that there appears to be no universal definition of a scorecard system. But, my first questions revolve around how to get people on board. Introducing any new style of management is often met with skepticism by employees. How do you foster motivation and enthusiasm for this approach and encourage employees to use the new system?” Ted: “Good question. There are a number of considerations that impact employee acceptance. One that we've seen is the level of the organization that starts the initiative.” Patrick: “I guess that starting at the top is best.” Ted: “There are some real advantages to starting at the top, but there appears to be just as much acceptance when the initiative is introduced by middle management.” Patrick: “Really? That's interesting.” Ted: “And there are a number ...