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Scorecard
Scorecard

Answer
Scorecard

Hi, Eduardo -

Scorecard measurables should be forward-looking as much as possible. In other words, what activities do you do on a weekly basis that will help predict the future? Are there issues you are trying to solve, such as on-time deliveries, or ingredient waste? Having owned a café in the past, here are some measurables that may, or may not work for you. Your scorecard should have a democratic representation of measurables; front-of-house, to back-of-house.

  • # of Covers
  • Ingredient Waste $
  • Average ticket $
  • # Future Reservations
  • Sales/Person Hour $
  • Labor % of Sales
  • Avg. # Minutes from placing... (More)
Answer
Scorecard

@David Robinson18, The Metiss Group partners with EOSI's and companies on the People Component of the business. We have a unique process to establish the appropriate Accountabilities, Priority, % of Time, and What success looks likes which can then be used as a live performance acceleration tracker.  Let me know if worth a conversation. https://themetissgroup.com/use-time-percentages-with-job-accountabilities/26

Answer
Scorecard
Rick Pelletier
Fractional Integrator/CFO/COO

@Adam Little24 - I like to start with the question "at the end of the week, what results do you look at to determine if you had a good week or not?". From there, drill down to what the actions are that lead to those results and develop metrics around those actions. I also think it's critical to involve the people in the department that are being measured so everyone is on the same page. @Ken DeWitt23 wrote a great blog post a while back that I refer to when I get stuck.

 https://www.eosworldwide.com/blog/5-steps-great-scorecard?utm_content=155073440&utm_medium=social&utm_source=linkedin&hss_channel=lcp-46245841

Christine Watts
Head of Client Success & Product at Ninety.io

Great answer from @Jim Haviland43! Only thing I would add is less non-profit specific and more about looking at your Accountability Chart. By looking over each person's roles, you can think about "How will I know if they are succeeding or failing in any one of these roles" on their seat. Those ultimately become your Scorecard metrics.

On our team we had everyone come up with at least 5 for their seat, brought them all to a meeting and then talked about which ones we thought were important enough to keep as our Scorecard. It's evolved over time but... (More)