Posts Tagged ‘scorekeeping’

Michael Jordan “Failure”

Monday, June 27th, 2011

Michael_JordanMichael Jordan’s “Failure” commercial for Nike takes an interesting look at how negative experiences, or experiences that don’t turn out exactly the way we planned can become game-changing experience through hard work. In this commercial, Michael explains through this commercial he missed more than 9,000 shots in his career; he has lost almost 300 games; he has failed 26 times when trusted to take the game winning shot. If people are accountable for their failures and handle them correctly, failure can be a tool for greatness. “Accountability” refers to a person’s taking ownership and acting in a responsible way, despite personal feelings, potential outcomes, or even possible consequences of his or her actions.

Being accountable for one’s failures can be frightening for many individuals, but sometimes we have to realize that recognizing our failures, and learning from them, can actually help us become more successful in the long run. If we are able to change up our game we will become more effective and produce results that will benefit us along with our organization.

As seen in Michael Jordan’s commercial, a positive mindset turns failure into feedback. Scorekeeping can really help in turning failure into success, allowing us to receive visual feedback by tracking our performance on a daily, weekly, or monthly basis. Even though our performance may initially seem like a failure, if we use this information to our advantage. If we are able to better master these tasks, we can produce bottom-line results. In Michael Jordan’s situation, he learned to make the free throws, he learned how to lose, he learned to work hard, and after improving upon and harnessing his talents he was able to become legendary. If we can take the disappointments and failures and view them with a positive attitude, we can become successful and reach our bottom-line goals.

Scorekeeping allows us to visually understand how successful we are being in our work. By being able to see where we currently fall on our “Goal” Line, we can tweak the way we are performing and allow these changes to make us successful. Change is a process, and in order for our scorecards to really speak to us, we will need to make more than one tweak before we are perfect contributors to the bottom line. Michael Jordan understands this. He failed over and over again. Failure doesn’t make us successful, but taking that failure and allowing it to speak to you so that you can change for the better, is what brings true success.

A Scorecard to Improve Cash Flow

Monday, April 18th, 2011

Many people think that keeping a scorecard is tedious, even unnecessary. By keeping a scorecard it can help individuals and teams discover ways to change or improve processes to increase a task’s effectiveness.

Past Due ScorecardFor example, in a scorecard that I use at CMOE, Invoice to Payment, we measure the number of days between when an invoice is sent to a client and the day we received payment.  Most of our clients pay within thirty to forty days.  However, by monitoring the scorecard daily, I noticed that some of our clients were taking to up five months before they paid the invoice.  This made the performance line fall above the target goal of 35 days on our scorecard.  My question was why?

What was happening?
A couple of things came to the surface when I talked with a specific handful of companies about why it was taking so long for us to receive their payments.  The first response usually was that the Accounts Payable team was not getting the invoice.  Were the invoices lost in the mail, or buried on someone’s desk?  We began e-mailing all invoices and past-due notices directly to the person who placed the order in addition to Accounts Payable.  For some reason, people respond more quickly to e-mails.  Almost immediately, I started to get e-mails instructing me on how these companies preferred to have invoices submitted.   Getting the invoices to the right parties made a big difference in the time between invoicing and receiving payment.  International invoicing was entirely another problem.  Through trial and error, we found that by simply adding bank information as a mandatory item to every international invoice, the clients were able to get payments to us in a much more efficient manner.

The End Result
Overall, the average payment score went from 58 days to 28 days in a matter of eight months– that’s Thirty days of improvement!  You may ask, “Why didn’t the AR Aging report say the same thing as a score card?”

Why a Scorecard?
I worked with a biweekly report for three years in order to decrease the number of outstanding invoices.  In 2010 the average still seemed high.  The score card diverted my attention from the number of outstanding invoices to the number of days between invoice took to be paid.  The visual reminder of a scorecard also motivated me to think about this issue on a daily basis and prompted other team members to get involved.  I don’t know if thirty days will make a big difference to your company, but to our Regional Vice Presidents 30 days was huge.  Improved cash flow and the use of measurements allowed them to make more accurate strategic plans for the company.

Scorekeeping and Leaderboards to Drive Performance

Thursday, August 26th, 2010

Developing and testing new business simulations at CMOE is always a lot of fun.  It’s a time when the CMOE staff gets free lunches, prizes, and the opportunity to meet countless new people we ask to join us.  So in addition to creating or reworking our products, we create a culture of fun.

This past week I was assigned to pick up the food for a volunteer test group.  I went to get Pizza and as I was standing at the payment counter, I noticed a computer screen on this wall.  In big, black, block print, it read “LEADERBOARD.”  I was immediately excited to see this.  As I was waiting for my order to be finished, I was trying to identify what was being tracked by the “leaderboard” and how it worked.  It was obvious that the leaderboard was networked with other stores and I quickly noticed that the store I was purchasing from was second from the bottom.  This piqued my interest further.   I decided to speak with the manager to understand how it worked.

Scoreboard_000007362767LargeMe:  I noticed your leaderboard on the wall; it looks interesting.  It appears to be tracking certain success factors and percentages.  Do you get rewarded when you hit certain levels of performance?  The reason I ask is I work for an organization where we use effective management, measurements, and scorecards to drive bottom line profitability.

Manager:  Yeah, it tracks just about everything in the store from the time a phone call was placed to the time the order leaves the store for delivery.  Corporate can pull up data on just about anything in the store.

Me:  It doesn’t sound like you believe it’s a good thing by the way you are speaking.  Do you get recognized or rewarded for hitting certain levels of performance?

Manager:  No, it basically indicates what you have to do as a minimum to keep from getting fired.

The manager continued to explain that this tracking system was to help employees have higher levels of customer service, reduced mistakes, and shorten production times, among many other things.  While those are great focus areas, I was emotionally deflated by the way he explained it.  This employee was telling me that the “Leaderboard,” this scorekeeping system, was the worst thing about his job.

If organizations are to succeed against strong competition and have higher levels of profitability, measurement cannot build fear and negativity into employees.  Driving bottom line performance with the right measurement will engage people and get people excited and committed to push performance levels.  By using our piles of data, managers can help employees sort out measurements that drive individual results.

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