The leadership scorecard by Jack J Phillips; Lynn Schmidt
By Jack J Phillips; Lynn Schmidt
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2, No. 1, 2003, pp. 54–67. , and Goldsmith, M. The Leadership Investment. New York: AMACOM, 2001. Galvin, T. ” Training. March 2003. , and Norton, D. The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press, 1996. Developing Leaders 29 Kirkpatrick, D. Evaluating Training Programs: The Four Levels. 2nd ed. San Francisco: Berrett-Koehler, 1998. , and Posner, B. The Leadership Challenge. 3rd ed. San Francisco: Jossey-Bass, 2002. Linkage, Inc. Best Practices in Leadership Development Handbook.
Often, the higher individuals move in the organization the less frequently they receive honest performance feedback. Professional coaches are especially useful in helping senior leaders develop particular skill areas that have been identified as needing improvement. When a need is identified, a professional coach is partnered with the senior leader for a short period, typically six months. A research study conducted by the Corporate Leadership Council (2003) found that professional coaching is a growing trend, a pre- Developing Leaders 19 ferred option by leaders, and that organizations are asking hard questions about the return on investment.
How will data be tracked, collected, compiled, analyzed, and reported? No two leadership scorecards will necessarily look identical, but they will probably use similar measurement and evaluation methodologies. The five-level evaluation framework and ROI methodology serve as the basis of the leadership scorecard measurement and evaluation scheme (Phillips, 2003). The Leadership Scorecard Foundation The leadership scorecard is built on a foundation that includes several important building blocks necessary for the development of 34 The Leadership Scorecard ROI Methodology An Evaluation Framework Applications and Practice Implementation A Process Model Operating Standards and Philosophy Figure 2-1.