System Benefits

Harvard Business School logoScores on the Board® is a continuous improvement system to help power performance.  It’s simple, effective and easy to implement in any organisation.

The system was created by Bill Lang and developed using Harvard Business School research on the Service-Profit Chain business model.  This model shows that satisfied and engaged staff leads to satisfied customers, which leads to improved business performance.

Meeting today’s biggest business challenges head-on – The pace of globalisation and new technologies is changing the fundamentals of every business and industry. To survive, every business – and the people working in them – needs to quickly adapt to change.

Traditional change management strategies and corporate training fail to deliver the behavioural change and skill level improvement needed to help businesses capitalise on available opportunities – or simply keep pace.

A culture of continual learning and performance improvement requires an ongoing framework that reinforces desired behaviours and facilitates rapid and effective skill development.

Motivating and Retaining Employees

Organisations that use Scores on the Board® have achieved increased in:

  • Employee retention – up to 60% within 18 months of implementation
  • Employee productivity – up to 50% within 12 months of implementation
  • Coaching effectiveness – up to 30% within 6 months of implementation

The need to attract, develop and retain the best employees is an ever increasing issue for organisations of all sizes.  Business Owners and Managers are expected to do more with less time.  Empowering their people to take responsibility for their actions and improve the performance of the team as well as their own is a sure way to help build the culture of high-performing teams.

Using the 5 part Scores on the Board® process will:

  • Ensure that everyone in the team has a say
  • Encourage everyone to be involved in improving how they feel and operate as a team
  • Empower individuals to suggest ways to improve as individuals and as a team
  • Increase communication within the team
  • Enable teams to drive business improvement for the customers
  • Allow leaders to focus on any area of improvement with help of their team

Customer Experience and Loyalty

Organisations that use Scores on the Board® have achieved increases in their customer experience and loyalty levels of up to 25% within 18 months of implementation.

The rate of product innovation and imitation continues to increase across every major product type in the world.  Consumers and business customers are faced with increasing choices and little in the way of identifiable product differences.  Increasingly organisations are looking to differentiate themselves on the basis of the experience that customers have when buying and using their brands and products.  While head office staff work on strategic initiatives to re-engineer customer service processes and to measure customer experience and loyalty, there are a number of practices and processes that front-line team managers can quickly adopt and implement that can have a dramatic impact on improving the customers experience and loyalty in a short period of time.

Leadership Coaching and Training

Organisations are investing significant amounts in coaching training and the provision of coaches for senior executives and managers.  The results are mixed at best.  What works most effectively is a combination of digestible knowledge acquisition by an executive and an easy to do method of applying the knowledge to build the skills.  In other words, a systematic approach or operational system to follow:  to learn, to do, to learn and to do better next time.

Coaching

Executives and managers that use Scores on the Board® as the platform for coaching and organisational improvement have achieved increases in their executive performance effectiveness of up to 30% within 6 months of implementation.

Globalisation and increased demands on senior executives and managers to improve their leadership skills and performance is every increasing. They are required to get more done, with less time faster than ever before. Central to helping executives and managers thrive with these ongoing demands to do more is the need for high quality and integrated coaching. An effective coach can help the executive and manager learn new things and create new ways of getting things done through their people to get more achieved faster.

Training

Organisations that use Scores on the Board® to build the management skills of their managers and team leaders have achieved increases in those manager’s performance of up to 50% within 12 months of implementation.

One of the greatest career transitions that many people must make is from being a front-line team member to becoming a manager of a team or a project. Organisations invest considerable resources in delivering in-house management training or sending their employees off to external management training courses. While the learning experience at these events and training programs is often rated highly by participants the impact on improved skills and management performance is often hard to detect. Participants often return to work with a large folder, full of management buzz-words and tools. Many struggle to take any of these and convert them into a team management process that they can use to better manage their teams.

Building and Developing Teams

Organisations around the world universally agree that the creation, development and effective leadership of teams is central to their ongoing ability to innovate, compete and ultimately succeed in meeting the needs of their customers, employees and shareholders.

Central to building effective and high performance teams is a fast and practical team building strategy and process.  This is something that a small proportion of team leaders know innately how to do.  Others, through experience and coaching on team building, have learned how to do it.  Sometimes a facilitator is used for team building – some of these people are highly skilled at conducting team building workshops.

Team building often follows a predictable pattern, sometimes referred to as the FSNP – or Form, Storm, Norm and Perform process.  A team is initially Formed to achieve a particular objective, then the members Storm around trying to work out what they are trying to do, who has what skills, what preferences for what activities – during this stage there is often much confusion and very little in the way of results.  At this stage the leader will help the team agree some Norms or rules about how they will operate together and finally the team moves to the last stage, namely Performance.

However most workplace teams are already in existence and have an ongoing life-cycle where their leader may change, their team members certainly change and an ongoing process of change in technology, tools, and priorities impact the team.