The best performing teams take the necessary time each quarter to review all team members. These reviews are based on performance, they are not the annual salary reviews, those are different, but salary reviews should take quarterly job scorecards into consideration.

In my experience, I prefer a hybrid approach to the Scaling Up Job Scorecard that take company core values into consideration and acts as more of a 360 then a one-directional feedback tool.

Core Values

List out all the core values of the company. These are essential values established at the leadership level, therefore these values should be embodied by every team member. If a core value can't be applied to the position, then the core values or the position need to be re-evaluated to sync up.

We're looking for a score of pass, fail or mixed. Mixed means just what it sounds like. The interviewee at times embodied the value and at other times failed to live up to the expectations of the value. Ideally we don't want to see a core value in the mixed or fail score for more than three quarters. If that happens it's likely that the interviewee and the role aren't matched well.

It's the role of the interviewer to list out the values and give the score to the interviewee.


Similar to above, list out all the KPI's that this role is responsible for. Ideally a role shouldn't have more than 6 KPI's assigned to it. Just like in the Core Values table, we're looking for a pass, fail or mixed and once again we don't want to see three quarters of poor performance.


The interviewee goes first. List out all the wins for the last quarter. Take the time to think big and reflect on the quarter. I suggest going back over the calendar for the last quarter to refresh yourself on what you've completed. There are most certainly wins out there, take the time to consider them all.

Once the interviewer goes after the interviewee and shares what accomplishments they've witnessed and are most impressed by.


Following the same format as the wins, the interviewee goes first. They should list where they've struggled or could have used additional support. Once finished, the interviewer will share their feedback here as well. Following this exercise discuss if there are any actions that each of you can take to better support the role. Add these to the Notes section on page 3.


We're looking for honesty and humility here. The interviewee goes first to give themselves the score which best applies for their performance over the last quarter. A score of 10 is perfection, it's saying you couldn't have done it any better. I rarely see 10s.

The interviewer goes last and assigns the interviewee the score because on the early discussions of core values, KPIs and feedback.

Best Practices

Share the document with the interviewee a few days prior to the discussion so each party has a chance to think about what to say. Complete the document together either in-person or over a video call. It's important to read each other's body language and tone.

Once complete, store the score card for review in the next quarter, use it as a point of reference for future performance reviews.

All-in, this exercises should take between 15 to 30 minutes. 

Download the GMORRIS Quarterly Job Scorecard PDF

About the Author

I use my 20+ years of entrepreneurial experience and training to coach businesses on scaling up rapidly using Verne Harnish's Scaling Up framework. By doing so, my clients are more efficient and profitable, giving them the ability to make bigger impacts in the world.

I deeply believe entrepreneurs are the best equipped to be the vehicle for meaningful change, and in the decade ahead, we'll see a substantial shift in how business is done. We'll move to a model where company purpose, impact, curiosity, and team health will be differentiators in overall business success. As Simon Sinek has pointed out, the finite games are the legacy of the past; we're moving to an infinite game.

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