Discipline 3: Keeping a Compelling Scoreboard
The difference in performance between a team that simply understands their lead and lag measures as a concept, and a team that actually knows their score, is remarkable! Lead and lag measures that are not captured on a visual scoreboard and updated regularly, will surely disappear into the distraction of the whirlwind.
You may be thinking that you already have a scoreboard, or even lots of scoreboards, all captured in complex spreadsheets inside your computer. This type of approach is tied to conventional thinking and is what we would call a “coach’s scoreboard.”
What we are asking you to do in Discipline 3 is move from conventional thinking to the 4DX Principle: The scoreboard is for the whole team. To drive execution you need a players’ scoreboard designed solely to engage the players on your team to win…Here’s where we need to be and here’s where we are right now. In five seconds or less, anyone can determine whether we are winning or losing.
With this approach you will see an increase in the level of intensity of your team and you will also see teamwork. Jim Stuart, one of the originators of 4DX, said it best: “The fundamental purpose of a players’ scoreboard is to motivate the players to win.”
4 Characteristics of a Compelling Players’ Scoreboard:
Is it simple? It must be simple. Coaches need the data to manage the game, but the scoreboard on the field shows only the data needed to play the game.
Can I see it easily? It must be visible to the team. Visibility drives accountability.
Does it show lead and lag measures? This really helps a scoreboard come to life.
Can I tell at a glance if I’m winning? If the team can’t quickly determine if they are winning or losing, then it’s not a game, it’s just data.
Like Disciplines 1 and 2, Discipline 3 is not intuitive for most leaders. You don’t naturally create a players’ scoreboard. And you’re not alone. We seldom find even a single scoreboard in most organizations that meets the four criteria listed here.
“The thing that I liked most about the 4DX Process by far is the engagement of our people. Just the fact that everyone from the General Managers to hourly associates knew exactly what our wildly important goals were…And because we were keeping score and holding people accountable the engagement level went up tremendously!” Dave Grissen – Marriott, President, The Americas
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