A scorecard is a management tool that synthesizes key data like growth, operations, talent and financials
A scorecard is a management tool that synthesizes key data like growth, operations, talent and financials
A scorecard is a management tool that synthesizes key data like growth, operations, talent and financials in one easy to read page and gives you a snapshot of your company’s performance.

All achievers are hopeful and optimistic about their next great success. It is part of our DNA. But a dose of objective reality is a useful antidote to anything close to a delusional grasp on your progress. So here are a few tips to keep in mind:

Use Scorecards to keep track of the key variables that drive your company A scorecard is a management tool that synthesizes key data like growth, operations, talent and financials in one easy to read page and gives you a snapshot of your company’s performance. It can provide you a quick and easy to…


What are the company values you have set for your company?

Define your 10 commandments. Don’t forget to live by them. You are always on stage and always being watched. So be careful of the rules you make and the example you set. Everyone will copy your lead.

Articulate expected behaviors Always hold yourself to the highest standards but don’t be afraid to also be human and allow yourself to make mistakes. Just for fun, check your driver’s license and if it doesn’t say you are The All-mighty, you now have a license to make mistakes. In order to mitigate the impacts of those mistakes on your company’s culture, express what…


Company advocates can promote growth and should be developed alongside your brand. — Glen Wakeman
Company advocates can promote growth and should be developed alongside your brand. — Glen Wakeman

Company advocates can promote growth and should be developed alongside your brand. A great place to develop advocacy is right in your backyard. Your community is a direct economic beneficiary of your company’s work and can become a strong asset for your business. Through social media and word of mouth, it can reach large and important audiences easily and quickly. Give it the same attention you give your ad campaigns.

Seek testimonials from customers, employees and other stakeholders Let your core constituents carry your message to their social networks and friends by creating programs that benefit them. Give them a…


Glen Wakeman Interview on Employee Management

People behave to metrics and you can use your production metrics to enhance your profitability. Metrics are best when they are representative, rational and achievable. But you can also use them to create a culture of continual improvement.

Use the group average to set the minimum standards
Don’t let your lowest producers set the standard for your operations. Allow your best performers to set the standard for everyone.

Leverage the success of top performers They are outperforming the rest for good reasons. Let them explain what they are doing to your other team members. Give them a forum to speak…


Employees need CLEAR Direction — Glen Wakeman

ry your best to avoid employee collisions and conflicts by being clear about who does what and why. People like to know what they are responsible for and the overall leader is in the best position to establish everyone’s lanes.

Match decision making to responsibilities Are the roles you’ve put in place really designed to succeed? As an employee, do you have all of the tools you need to accomplish your goals? A lot of time can be spent on discussing fairness. A good way to avoid those conflicts is to take the time to match decision making authorities with…


Work Smarter, not Harder — Glen Wakeman

Resources are always limited and in demand. Most employees believe in two universal truths; 1. They are underpaid and 2. They don’t have the resources they need to do the job. So resource allocation decisions can get tricky and cause heartburn. An alternative to never ending negotiations and conflict is to dig a bit deeper into the resource question by focusing on the unit drivers of work: phone call, customer visit, widget, report, etc. By concentrating on the driver you can use simple arithmetic to build your needed capacity and then allocate resources accordingly.

Determine the root causes of work…


Leadership and Management must be balanced — Glen Wakeman

One-over-one means that the actions you want to take for/against your direct reports must be approved by your boss. You shouldn’t have unilateral authority to reward or punish those under you without first clearing it with someone over you. Don’t be the judge, jury and executioner of your staff. Separation of powers is a worthy and time tested concept that has direct application to the business world. With positional power, you can change lives with a stroke of a pen: pay raises, promotions, demotions, dismissals. That kind of power deserves a check and balance. Having to justify your actions to…


Excellence is important for Start-Ups — Glen Wakeman

Demand excellence and you can get it. However, stars need the opportunity to shine and demands without rewards amount to tyranny. High performance organizations know this and always take the time to acknowledge excellence

Award effort but reward results
Excellence doesn’t mean effort. As a famous philosopher once said, “do or not, there is no try.” Hard work deserves a thank you. Great results deserve more than that. They deserve recognition.

Make the rewards public Recognition by peers is a powerful motivator. Blowing off steam by taking a bow and having a few laughs can re-energize the workforce. Public praise…


Glen Wakeman Interview on Leadership and Behavioral Agility

Circumstances and people change so you need to be adaptable to different situations. That means you need to adjust your listening skills, sense of urgency, and tendency to be directive or passive, depending upon the problem, people and expected outcome. This doesn’t mean you morph into a new person every day like some 21st Century superhero. It is quite the contrary.

Be yourself Between your DNA and life events you are who you are and you can’t really control that. But you can control your choices, actions, reactions and behaviors. They need to all be in tune with your situation…


Start-Up Leadership

Articulating a vision, developing strategy, setting goals and performing assessments are the 4 repeatable activities within the leadership process. A vision is an end state that inspires your employees to be their best. Strategy is the series of actions you will take to get there. Goals describe your planned achievements and act as milestones or goalposts to indicate your progress. Assessments tell you how you are doing, objectively.

Ensure there is repeatability
If you can’t repeat it, it isn’t a process. It’s a series of coincidences. …

Glen Wakeman

CEO of LaunchPad Holdings, with 20+ years of experience transforming businesses, Glen Wakeman is on a mission to help early-stage entrepreneurs.

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