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The Strategic Commitment Scorecard™

Take the survey online or download it here (26kb)

Ratings:

  • 5 = We do it regularly and/or are very good
  • 4 = We do it frequently and/or are pretty good
  • 3 = We do it erratically and not well
  • 2 = We do it rarely and poorly
  • 1 = We never do it or are consistently bad at it

 

Section One: Content - Clarity & Validity

  1. Every manager and employee in the organization can cite the mission and strategic goals of the organization.
    2. 5     4     3     2     1
  2. Informal conversations are about how best to reach goals and are not about confusion and cynicism about direction.
    3. 5     4     3     2     1
  3. There are clear, symbiotic agendas and goals among departments, and not conflicting and self-defeating goals.
    4. 5     4     3     2     1
  4. There are no conflicting priorities, internecine warfare, turf battles, reversals of decisions, and open refusals to cooperate.
    5. 5     4     3     2     1
  5. People never excuse poor results by claiming the alternative was fine but the goals make no sense.
    6. 5     4     3     2     1
  6. Surveys and feedback never indicate that employees feel uninvolved and are never asked for their opinions or input.
    7. 5     4     3     2     1
  7. Commitment at meetings is matched by behavior and actions, and there is an absence of "lip service" agreement but inaction.
    8. 5     4     3     2     1
  8. You never have to resort to punishment, coercion, or threat to create more support for initiatives and decisions.
    9. 5     4     3     2     1
  9. People at all levels believe the organizational objectives and key initiatives make sense, and are appropriately resourced.
    10. 5     4     3     2     1

     

    Section Two: Context - Credibility, Courage and Resolve,
        Competence, Care and Concern

  10. People believe management statements and communications, and there is no cynicism about trust and honesty:
    11. 5     4     3     2     1
  11. Employees feel free to ask questions about what they're told and even to challenge some things they hear:
    12. 5     4     3     2     1
  12. People feel free to take risks and are not intent on minimizing their risk of covering their butts:
    13. 5     4     3     2     1
  13. At the end of he day, real progress and movement can be empirically observed, as opposed to "going through the motions":
    14. 5     4     3     2     1
  14. Leaders are seen to be in the front, taking risk, and showing direction, taking blame but sharing credit:
    15. 5     4     3     2     1
  15. "Whistle blowing" is encouraged and there are no repercussions for identifying poor performance or bad implementation:
    16. 5     4     3     2     1
  16. Decisions are made, communicated, and implemented with no vacillation, reexamination, or recrimination:
    17. 5     4     3     2     1
  17. There is ready admission of mistakes and errors; people seek cause, not blame:
    18. 5     4     3     2     1
  18. Difficult and contentious issues are rapidly and effectively raised and addressed:
    19. 5     4     3     2     1
  19. Management follows through on its commitments, and proactively communicates when commitments must be modified:
    20. 5     4     3     2     1
  20. People are seen to be promoted based on achievement, not tenure, or low profile, or political connection:
    21. 5     4     3     2     1
  21. There is lateral communication, no need to stay within hierarchies or silos, and "turf" is subordinated to results:
    22. 5     4     3     2     1
  22. Leaders earn the respect of their people, are accessible and visible, and while there may be disagreement there is always respect:
    23. 5     4     3     2     1
  23. Employees will go the "extra mile" for their leaders in terms of work load, hours, and responsibilities without resentment or complaint:
    24. 5     4     3     2     1
  24. Employees work with intensity for the corporate good, not personal goals, and do not demand personal reward for every job:
    25. 5     4     3     2     1
  25. Employees believe they are paid competitively, respected for their work, and promoted based on merit:
    26. 5     4     3     2     1
  26. There are succession planning and career development plans in place which are actively monitored by senior management quarterly:
    27. 5     4     3     2     1
  27. There is a mentor program, formal or informal, to help employees deal with challenges and provide private support:
    28. 5     4     3     2     1
  28. Employees feel valued and recognized for the work they do:
    29. 5     4     3     2     1

 

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