How do I build great Scorecard Outcomes?

Outcomes: The Secret to High-Stakes Accountability

The Activity Trap: Why Job Descriptions Fail

Take a look at any traditional job description, and you'll notice a glaring flaw: it is typically a long list of activities.

This focus on doing rather than achieving is why job descriptions fail as hiring tools. They hide accountability and leave managers and employees guessing about what truly matters. An employee can perform all the listed activities—and still fail to deliver business results.

The Scorecard flips this dynamic by forcing you to define success through Outcomes. Outcomes describe exactly what a person needs to accomplish in a role. This small but powerful shift—from activity to accountability—is what transforms your hiring from a gamble into a calculated investment.

Outcomes: Objective, Observable, Essential

The best Scorecards list three to eight Outcomes, ranked by order of importance. They must be objective and observable.

Consider the clarity this provides:

In each case, an A Player either delivers the measurable result or they don't.

The Two-Way Filter: Attraction and Deterrence

Setting precise Outcomes is arguably the most powerful filter in the A Method because it creates a necessary self-selection mechanism:

1. Attracting A Players: A Players are driven by impact and results. They find highly specific, challenging outcomes liberating, not confining. They are confident in their ability to meet the high bar.
2. Deterring B and C Players: By setting the Outcomes high but reasonable, you effectively scare off B and C Players. These individuals prefer ambiguity, believing they can hide their lack of ability in the fog of activity-based job descriptions.

You are aiming for hires that have a 90 percent chance of achieving Outcomes that only the top 10 percent of the talent pool could manage. Your Outcomes must reflect this high standard.

Cascading Outcomes: Linking Talent to Strategy

Outcomes are also the engine of strategic execution. A well-designed Scorecard process ensures that everyone in the organization is rowing in the same direction.

• The Cascade: The CEO’s Scorecard is based on the overall strategy. The senior team's Scorecards are then built with Outcomes that support the CEO's objectives, and this cascade continues down.
• Closing the Gap: A survey of 200 CEOs found only 10% had written objectives for all their direct reports, illustrating a massive gap in strategic accountability. Scorecards fix this, providing the clear expectations required for A Players to deliver A Performance.

As Roger Marino, co-founder of EMC Corporation, achieved, linking great service to every employee's Outcome reinforced the corporate strategy and culture from top to bottom. By obsessively defining Outcomes, you are not just writing a document; you are building an accountable culture focused entirely on delivering strategic results.

Key Takeaways

• Results Over Activity: Replace the traditional list of duties with 3 to 8 objective, observable Outcomes that define exactly what the person must accomplish.
• Outcomes are the Filter: Specific, high-bar Outcomes attract confident A Players while deterring B and C Players who seek refuge in ambiguity.
• Cascade Strategy: Use Outcomes to cascade the company's annual strategic goals into measurable targets for every role, ensuring organizational alignment.
• Abolish Ambiguity: The Outcomes section is the core of accountability, ensuring an employee is judged purely on the attainment of critical, measurable results.