Commitment Assessment

You may want to complete this scorecard yourself, then ask your key staff to complete it, and then compare notes.

The Strategic Commitment Scorecard™


Every manager and employee in the organization can cite the mission and strategic goals of the organization.

Informal conversations are about how best to reach goals and are not about confusion and cynicism about direction.

There are clear, symbiotic agendas and goals among departments, and not conflicting and self-defeating goals.

There are no conflicting priorities, internecine warfare, turf battles, reversals of decisions, and open refusals to cooperate.

People never excuse poor results by claiming the alternative was fine but the goals make no sense.

Surveys and feedback never indicate that employees feel uninvolved and are never asked for their opinions or inputc

Commitment at meetings is matched by behavior and actions, and there is an absence of “lip service” agreement but inaction.

You never have to resort to punishment, coercion, or threat to create more support for initiatives and decisions.

People at all levels believe the organizational objectives and key initiatives make sense, and are appropriately resourced.

People believe management statements and communications, and there is no cynicism about trust and honesty.

Employees feel free to ask questions about what they’re told and even to challenge some things they hear

People feel free to take risks and are not intent on minimizing their risk of covering their butts.

At the end of he day, real progress and movement can be empirically observed, as opposed to “going through the motions”.

Leaders are seen to be in the front, taking risk, and showing direction, taking blame but sharing credit.

“Whistle blowing” is encouraged and there are no repercussions for identifying poor performance or bad implementation.

Decisions are made, communicated, and implemented with no vacillation, reexamination, or recrimination.

There is ready admission of mistakes, wrong direction and error, and people seek cause, not blame.

Difficult and contentious issues are rapidly and effectively raised and addressed.

Management follows through on its commitments, and proactively communicates when commitments must be modified.

People are seen to be promoted based on achievement, not tenure, or low profile, or political connection.

There is lateral communication, no need to stay within hierarchies or silos, and “turf” is subordinated to results.

Leaders earn the respect of their people, are accessible and visible, and while there may be disagreement there is always respect.

Employees will go the “extra mile” for their leaders in terms of work load, hours, and responsibilities without resentment or complaint.

Employees work with intensity for the corporate good, not personal goals, and do not demand personal reward for every job.

Employees believe they are paid competitively, respected for their work, and promoted based on merit.

There are succession planning and career development plans in place which are actively monitored by senior management quarterly.

There is a mentor program, formal or informal, to help employees deal with challenges and provide private support.

Employees feel valued and recognized for the work they do

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