Rapid Impact Strategy Score Card
Business: Owner: Complementary Coaching Session Date:
Directions: This Score Card has been designed to help you evaluate your implementation of the Rapid Impact Strategies in your business.
Please rate your business according to the following a scale for each of the Rapid Impact Strategies.
(5) Excellent/Always, (3) Fair/Sometimes, (1) Poor/Rarely. Deliver the completed Score Card to your coach when complete.
Excellent/Always = 5 Poor/Rarely = 1
Apprenticeship Every manager is actively coaching subordinate team Managers work in isolation from other team members.
Time members on how to execute their responsibilities. New New team members learn how to execute their
Plan team members are systematically apprenticed by responsibilities on their own by trial and error. No
managers and a strong apprenticeship culture exists in apprenticeship culture exists in the business and
the business. everyone fends for themselves.
Operations and The Operations and Training manual is current and An Operations and Training manual is non-existent or
revised on a quarterly basis at minimum. Team members hopelessly out of date. Team members do not consult
Training Manual refer to the manual regularly for information on how to with written documentation for information on how to
execute their responsibilities. execute their responsibilities.
Time Every shareholder and manager operates according to a Shareholders and managers operate on a reactive, fire-
default calendar and prioritizes their activities based on fighting basis each day, focusing on completing urgently
Management Plan high importance items first and urgently important items important tasks firsts and working on high importance
second. items whenever they can fit them in.
Comprehensive Shareholders are monitoring the value of the business Shareholders have no objective, market-based valuation
on a quarterly basis at minimum, hold managers of the business and managers are not measuring and
Exit Strategy accountable for increasing shareholder value, and are managing the company based on shareholder value.
entertaining offers from qualified industry buyers to Business is not being marketed to qualified industry
purchase the business. buyers.
Employee A specific manager is managing and constantly No one is proactively managing multiple recruitment
Team improving the effectiveness of at least 10 recruiting strategies. The flow of qualified candidates applying for
Acquisition Plan strategies. The recruiting pipeline always has more then open positions is sporadic at best and the candidates
enough qualified candidates for open positions. generated are usually under qualified.
Psychometric All candidates are screened using psychometric profiling Candidates are not screened using psychometric
bench-marks and a skills-based, test-drive process to profiling bench-marks and a skills-based, test-drive
Profiling Process screen out non-performers before they join the team. process. Post-hire performance data is not measured
Post-hire performance data is collected and used to and used to monitor the effectiveness of the hiring model
refine the hiring model. and the mis-hire rate is very high.
KPI The 5 to 10 most important numbers indicating the No numbers have been identified as Key Performance
performance of the business have been identified as Key Indicators and no metrics are being measured, reported,
System Performance Indicators and are systematically measured or managed other than those derived from basic financial
and reported on a daily or weekly basis. Every team statements. Team members have only a general idea of
member knows which numbers are being used to how their individual performance is making or breaking
measure their individual performance. the business.
Lean All team members are rallied around a commitment to Team members have no commitment to eliminating
eliminate wasted time, movement, and materials to wasted time, movement, and materials to compete more
Manufacturing continually improve efficiency, cut production costs, and effectively. Efficiency is not measure, managed, or
Program compete more effectively. rewarded.
Performance Every team members has an incentive package that Employees leave their passion, motivation, and creativity
motivates them to work as hard as shareholders and at home each day and contribute the minimum required
Incentive Plan managers. A blend of base and at-risk pay is used to effort to keep their jobs. Employees and managers
incentivize commitment, and creativity and team expect base pay and benefits with nothing at-risk and no
members care about the business as if it was their own. incentive to care.
Strategic Plan A written strategic plan clarifying the vision, mission, and A written strategic plan has not been developed, so the
values of the team, annual and quarterly financial vision, mission, values, and objectives of the team are
targets, and strategic objectives is monitored weekly by poorly defined and constantly changing. Strategic
managers and updated with input from all team members direction and decisions are made by the shareholders
on a minimum of a quarterly basis. without input from the rest of the team.
Leadership A plan to identify and intentionally develop emerging No plan exists to identify and intentionally develop
managers and leaders is carefully monitored by the emerging managers and leaders as high value human
Development plan shareholders and executives. All key stakeholders are capital. Long-term commitment is actually disincentivized
incentivized for long-term commitment with a profit- by a turf-protecting culture and a win-lose approach to
sharing plan and a plan for leadership succession is compensation.
Team A rhythm of regularly scheduled team meetings for goal- There is no rhythm of regularly scheduled team meetings
setting, reporting, and accountability take place on a and the communication from shareholders and
Meeting Rhythm annual, quarterly, weekly, and daily basis. Decisions managers is inconsistent and inefficient. Off-site
made by shareholders' and upper management cascade planning meetings are rare and decisions are
through the organization quickly and efficiently. communicated haphazardly throughout the organization.
Rapid Impact Strategy Score Card
Business: Owner: Complementary Coaching Session Date:
Organizational Plan Managers carefully you evaluate your implementation of the is given to the system of work in in the
Directions: This Score Card has been designed to help monitor the system of work flow in Little thought Rapid Impact Strategiesflowyour business.
Please rate your business according to thethe organization. Organizational charts and job Impact Strategies.formal organizational charts or job
following a scale for each of the Rapid
descriptions are regularly updated
the completed Scoredescriptions exist.coach when complete.team
(5) Excellent/Always, (3) Fair/Sometimes, (1) Poor/Rarely. Deliver to prevent waste and Card to your Role confusion among the
duplicated effort. Everyone on the team knows their role creates wasted and duplicated effort. Authority has not
and sphere of authority and work moves smoothly be clearly delineated or delegated, so work moves
through the business. inefficiently through the business.
Team A system for understanding and maximizing the inherent There is little or no awareness of personality differences.
synergies of personality differences has been embraced The team is continuously plagued by irritating
Building System by the team. Communication is healthy and conflicts are communication patterns and conflicts remain unresolved.
resolved easily as team members adapt to the A culture of frustration with the unadapted behavioral
behavioral style of other team members. style of other team members exists.
Current Managers monitor and update the business plan on a Managers have no business plan to forecast cash-flow,
Money quarterly basis to forecast cash-flow, determine working determine working capital requirements, and calculate
Business Plan capital requirements, and calculate the company's ability the company's ability to pay back debt and make a profit.
to pay back debt and make a profit for shareholders and Planning is done only in reaction to the immediate needs
investors. of the business.
Break-Even The managers have implemented a plan to cut fixed Managers have allowed fixed costs to bloat and sales to
costs enough to stop the bleeding and quickly spike decline to the point where revenue is below break-even,
Plan sales to above break-even so owner drawings and fixed essential costs are not being covered, and debt is
costs are covered, and debt is being repaid. increasing continuously.
Revenue and The managers have developed a month by month The managers have no month by month budget to
budget to forecast the amount of revenue required to forecast revenue and expenses and deliver desired
Profit Budget deliver desire EBITDA net of owner drawings. earnings and owner drawings. Management and
Management and financial decisions are made in financial decisions are made based on bank account
consultation with weekly budget versus actual reports. balances and sales estimates.
Cash Managers carefully monitor their plan to improve Managers have allowed receivables to grow unchecked,
collections, lengthen terms with vendors, increase prices vendors have tightened their terms, and price pressures
Gap Plan as aggressively as possible, and eliminate operational and inefficiencies have cut gross margins. Cash flow
inefficiencies. Cash is being used to invest in growth and problems are increasing indebtedness and investments
high interest repay debt. are being postponed.
USP Shareholders and managers have identified and No Unique Selling Proposition and a Guarantee exists in
persuasively articulated a Unique Selling Proposition and the minds of shareholders, managers, team members,
and Guarantee a Guarantee to compel ideal clients/customers to pay a clients/customers, and prospects. The only point of
higher price instead of dong business with competitors. differentiation is price so the business has no significant
The entire team is aggressively communicating this value proposition. An unclear and confusing message is
message to the targeted market. communicated by the team.
Sales The sales force has a well tested, carefully scripted Those involved in sales have no formal or tested sales
sales process and their activity is coordinated with an process and their activity is not coordinated, measured
Management appropriate customer relationship management software or managed on a regular basis. There is a large gap
System solution which measures and reports conversion rates between high and low performers. Sales force
and results on a weekly basis. Sales force compensation compensation is structured around salaries with little
is based on actual sales results. emphasis on delivering results.
Tactical Managers have developed an aggressive, measurable No marketing plan exists to produce a predictable
marketing plan to produce a predictable number of number of leads, improve conversion rates, increase the
Marketing Plan leads, improve conversion rates, increase the average average revenue per transaction, and increase the
revenue per transaction, and increase the transactions transactions per customer. The results of spending on
per customer so profits increase exponentially. Results marketing and advertising is unmeasured and
of the marketing plan are being measure and improved unmanaged. Managers are doing virtually nothing to
on a weekly basis. proactively drive revenue growth.
Total Score 0