Performance.
Build a company where the score is clear, winning is objective, and every team member knows how to win.
Hire for the Scoreboard
Don't write a job description. Write a results agreement. Learn why the ESA must happen before you ever post an ad.
The "Open Door" Fallacy
Approachability shouldn't scale at the cost of your focus. Learn why access must be predictable, not random.
Agreements > Expectations
An "expectation" is a resentment waiting to happen. Learn how to move standards out of your head and onto the paper.
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Move from reading insights to installing the systems that allow your business to run without your constant presence.
Start a Conversation →Frequently Asked Questions
How do I know if someone is actually performing?
Don't look at how "busy" they are. Look at their **Critical Results**. High performance isn't about activity; it's about outcomes. If you can't point to the specific result they own, you haven't defined their performance yet.
What metrics should I track for a small team?
Stick to 1-3 lead indicators per role. Lead indicators are things the employee can actually control (like phone calls made or quotes sent) that eventually lead to the lag indicator (revenue). Track the input to predict the output.
How do I handle underperformance neutrally?
Use the scoreboard as the third party. Instead of "I feel like you aren't working hard," you say "The scoreboard shows the goal was 10 and we hit 6. What structural hurdle is in the way?" It removes the drama from the correction.