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How
To Manage Scorecard Feedback
By Dennis Sommer (www.dennissommer.com)
The most important reason for collecting performance scorecard
data is to provide feedback so that adjustments or changes
within the organization can be made in a timely manner.
The process for communicating this feedback must be managed
in a very proactive way. The following guidelines are
recommended for communicating and managing the performance
scorecard feedback process.
Following these guidelines will help your organization
provide important feedback to performance scorecard results,
ensuring that important adjustments are made and supported.
Immediately Communicate
Results
Whether the news is good or bad, it is important to let
everyone involved have the information as soon as possible.
The recommended time for presenting scorecard data is
usually a matter of days and certainly no longer than
a week or two after the results are known.
Summarize
the Results
Condense data into a very concise, understandable presentation.
This is not the audience for detailed explanations and
analysis.
Constructively
Use Negative Results
Some of the results will show that things are not going
very well, and the fault may rest with one department
or another. No matter who is at fault, the strategy changes
from "Let's look at the success we have made"
to "Now we know which areas to change".
Cautiously Use Positive
Results
Positive results can be misleading, and if they are communicated
too enthusiastically they may create expectations beyond
what may materialize later. Positive results should be
presented in a cautious way.
Use
Language Carefully
Use language that is descriptive, focused, specific, short
and simple. Avoid language that is judgmental, general,
lengthy, or complex.
Sponsor
Reaction
After all, the sponsor, whether the CEO or business unit
manager is the number one customer, and the sponsor's
reaction is critical since it is most important that the
sponsor is pleased with the performance results. Always
ask the sponsor for reactions to the results presented.
Sponsor Recommendations
The sponsor may have some very good recommendations as
to what needs to be changed to keep a performance area
on track or put it back on track if it derails. Always
ask the sponsor for recommendations to poor performing
areas.
Use Confrontation
and Support Carefully
Confrontation and support are not mutually exclusive.
There may be times when confrontation and support are
needed. A department may need support and yet be confronted
for lack of improvement. Another department may be confronted
on problem areas that have developed but may need support
as well.
Act on
the Results
Weigh the different alternatives and possibilities to
arrive at the adjustments and changes that will be necessary
to improve performance results.
Stakeholder
Acceptance
Make sure you get agreement from all key stakeholders.
This is essential to make sure everyone is willing to
make adjustments and changes that seem necessary.
Keep It Short
Keep the communication process short. Do not let it become
bogged down in long, drawn-out meetings or lengthy documents.
If this occurs, your sponsor and stakeholders will avoid
the process instead of being willing to participate in
the future.
About The Author
- Dennis Sommer
 Dennis
Sommer is the founder and CEO of Executive Business Advisers,
a management consulting firm helping senior executives
maximize both sales and profit growth. Dennis specializes
in strategic planning, sales, marketing and operations
performance improvement.
Dennis is a highly
sought after author, keynote and seminar speaker on
sales, leadership and business best practices.
Contact Dennis at www.executivebusinessadvisers.com
or www.dennissommer.com
.
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