• Leadership,  Organizational Leadership

    Choosing the Right Measuring Stick


    Recently, at SpringHill, we’ve made an intentional change in how we evaluate our current performance. As I’ve mentioned in previous posts we track a number of indicators that help us gauge how well we’re performing against our goals and fulfilling our mission.

    Even though, for years, we set annual goals, broken down by period (our year’s divided into three periods like a hockey game) and by month, our default position has been to compare our results to the previous year. There are many reasons we’ve done this but I think, at the end of the day, it’s been our desire to always improve that’s made last year’s results our measuring stick. So if we exceeded last year, we’ve improved and because improvement has been a higher priority than achieving our goals, we’ve been satisfied.

    Then, over the last year, our team’s recognized that improving isn’t enough, that we work hard at setting achievable goals that align with our longer term targets. Our goals mean something. They’re important, even more important than what we did last year because, though we may be improving, the improvement doesn’t guarantee we’ve went far or fast enough to reach those long-term targets.

    So we’ve made the change, it’s official. We no longer have improvement over last year as our measuring stick. It’s now our annual, period, and “split time” goals that we measure our performance against.

    We’ve even taken last year’s numbers off our Scoreboard which we review in our weekly Huddle meetings. We’ll continue to use the previous year’s results as input into our goal setting as well as in helping analyze our current position but it’s now performance against our goals that will drive our work.

  • Organizational Leadership

    The Huddle and the Scoreboard

    Every football team develops a plan for each game. The game plan informs the coaches which plays to call and the huddle is the “meeting” where this decision’s communicated to the players. The scoreboard informs the coaches, players (and fans) just how good the game plan is and how well it’s being executed. Based on the scoreboard, coaches and players make mid game adjustments.

    Many organizations have implemented their own version of a huddle and scoreboard to help their teams “win” their game. SpringHill is into its second year of its weekly huddle and scoreboard. Both have helped our team quickly see the score, make the necessary adjustments and then “win the game”. It’s not a stretch to say that both the scoreboard and huddle are two contributing factors as to why SpringHill had its biggest year in its history.

    Our huddle is open to all staff but the official “players” are members of our management team who have the responsibility to record the “stats” in the scoreboard and report them in the huddle. Our scoreboard includes the following statistical categories, measured against stated goals:

        Camper Experience including spiritual impact, Net Promoter Score (NPS) and safety

        Camper registration



    After the huddle each manager reviews the “stats” with their own teams, so within a few days the entire SpringHill team knows the current “score” and can make adjustments in their game plans. We’ve added another tool in 2012 – a bi-weekly Huddle Report that’s emailed to all staff and summarizes the huddle, the scorecard and other important information our team needs.

    We used three books in designing the SpringHill huddle and scoreboard – The Rockefeller Habits, Death by Meeting and The Great Game of Business. Each provided great perspective and input.

    At SpringHill, we like to keep score, and we like to win, and the SpringHill huddle and scoreboard helps us do both.

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