stephen kember - 2138c1b8ab9cefa4e4ffc16013563

Scorecard introduction

This scorecard is one of an extensive series of scorecards produced by Stephen Kember to assist the owners of professional service firms to internally assess their performance and to support the taking of strategic business development decisions.

Scores should be entered on the following 0 to 10 basis:

Score: 0 = We do not address this at all!
Score: 1 = We're not at all good at this
Score: 2 = We're weak at this
Score: 3 = We're pretty poor at this
Score: 4 = We're below par at this
Score: 5 = We're about okay at this
Score: 6 = We're just a bit better than okay at this
Score: 7 = We're good at this
Score: 8 = We're very good at this
Score: 9 = We're excellent at this
Score: 10 = We're truly exceptional at this

	Question: Taking decisions about the decision making process: Scorecard	Score: 0-10	Final score
1	When taking a strategic or important decision we are effective in deciding what is the real ‘crux’ of the issue needing to be decided upon
2	We are effective in identifying the ‘primary difficulties’ needing to be addressed and in what order
3	We are effective in deciding what stage in the decision-making process significant will problems arise
4	We discuss & agree who should make each of the stage decisions as well as the final decision
5	We assess how each major decision we have to make affects other decisions that later must be made
6	We formally asses whether other decisions need to be made before we take the one in hand
7	We are effective in deciding whether a decision must be made at all
8	We are effective in deciding whetheraa decision needs to be made now and if not, when
9	We are effective in deciding how much time have decisions, such as the one inhand have taken in the past
10	We are effective in deciding how long the decision in hand will take to make and plan accordingly
11	We are effective in deciding whether we move sequentially through the decision-making process or whether it require a process of going back and forth
12	We are effective in deciding where & how should resources be directed to result in the best decision outcome
13	We are effective in deciding who should be involved in helping us come to a decision, how and when in the process
14	We are effective in deciding how much time should be spent on each phase within the total time allocated for the taking of a decision
15	We are effective in deciding whether problems will arise from the decision being taken and if so how the matter arising should be handled
16	We are effective in deciding whether it will be possible to undertake the appropriate level of intelligence gathering to come to a quality decision and if not what should be the appropriate approach
17	We are effective in deciding whether problems will arise with intelligence gathering if external parties were to be brought in to colect it
18	We are effective in deciding whether we will be able to make a rational decision at the end of the decision making process
19	We are good at drawing on experience from earlier, similar, decision-making exercises and using this to good effect
20	We appreciate our decision making limitations, biases, experience & expertise shortcomings
21	We are effective in deciding whether we need to objectively introduce other points of view that will not otherwise be represented
22	We are effective in deciding,where, if at all, internal politics and personal issues will raise their heads
23	If internal politics and personal issues are going to arise, we are effective in deciding how these should be handled
24	We are effective in assesing what other points of view are material to making a final decision that might not otherwise enter the debate
25	We are effective in coming to a confident view regarding how a perfect decision maker would handle any given decision making exercise in hand
	Final score		0.00

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