B.O.S.S. – Business Operations Scoring System


The B.O.S.S . ©

A Business Operations Scoring System

A unique employee self-management approach to work that provides accountability with responsibility in a fun game-like environment that appealsto multi-generations.

It provides:

  • Organization structure, processes, procedures, and creates a unique culture that drives peak performance results anda major employee motivator, a reward recognition component.

The Issue -Growing a business requires different skills and assets than starting one.

Florida Trend, Magazine, January 2018, Miami-Dade by Rochelle Broden-Singer:
“Miami, Florida ranks tops nationwide in startups but near the bottom for scaling up. Why the discrepancy? Growing a business requires different skills and assets than starting one, says Jason Wiens, the foundation’s policy director, ‘Entrepreneurship is not a monolithic thing.”

The area generates many startups because it has many immigrants who decide to start businesses after seeing opportunity in south Florida’s growing population and its easy access to customers in Latin America, Europe and the U. S.

Growth, however, ‘is not about an idea but execution, not a standout individual but a cohesive team, not creative chaos but structures, processes and procedures’, says Jacqueline Sousa, regional director of the Florida Small Business Development Center at Florida International University, which helps businesses expand. Many entrepreneurs are not interested in making that shift, and others can’t, she says. They may lack management skills or be unable to find experienced senior executives because Miami-Dads is dominated by small firms.”

The Solution -The B.O.S.S.©

Organization operating results can be helped by adopting The B.O.S.S.© management approach. It helps motivate employees to grow and improve results. It drives performance forward impacting a company’s bottom line.

The B.O.S.S.© does this by creating and managing a high-performance culture.It is a leadership led employee self-management approach to accountability and responsibility. It provides organization, structure, processes, procedures, culture improvement and employee rewards.

The Concept–Like Competitive Rowing -A winning boat, called a shell, consists of an 8-person crew rowing together under the direction of their coxswain (Team Leader) to propel a boat forward to the goal by moving the oars through the water on both sides of the craft.

Seat Positions – There are three sections and eight rowing positions in a racing shell.

  1. Bow section – Seats 1 and 2 are referred to as the bow pair. This pair especially “sets the boat”. Rowers in these positions must have smooth and fluid technique.

  2. Power section – Seats 3, 4, 5 and 6 are referred to as the power or engine seats. Rowers in these positions must be large and strong.

  3. Stern section – Seats 7 and 8 are referred to as the stern pair. They set the stroke rate for each side of the boat. The 8 seat is usually the hardest to row. Stern seats require fluid and consistent rowers.

  4. Coxswain (Team Leader) – It is important to remember that all three sections are equally important. A winning boat consists of 8 people rowing together as a team under the direction of their coxswain (Team Leader). The coxswain is the eyes and ears of the boat. The coxswain is a team member who is often overlooked (other than being thrown into the water to celebrate a boat’s victory) but his/her role on the water is considerably more involved. The coxswain must guide the boat to the starting line and get the boat lined up correctly. Once the race begins, he or she must be a good motivator because the coxswain is the only one who can talk to the rowers as the team coach is onshore.

The Coxswain’s Duties – He/she is s responsible for:

  1. Steering the boat – by giving directions to the rowers and keeping the boat in the proper lane to avoid penalties;

  2. Watching the crew –  spotting errors and making relevant observations. A coxswain must know rowing technique, so that if a correction is necessary, he or she will know what to do and who should do it;

  3. Telling the crew where they are – in relation to the other boats and how much farther they must go to win; and

  4. Actuating the coach’s strategic game plan – as the team coach is on shore during the race.

The Organization – Like competitive rowing an organization typically consists of sections or departments and seat positions.

  1. Bow Section – Marketing, Sales &Customer Care–Sets the organizations direction by the products and services it sells

  2. Power section – Operations–Power/engine of the organization – Order fulfillment, product manufacturing and/or Service delivery

  3. Stern section –Accounting, Finance & HR–Accounting records and rolls-up stoke rates of every seat and position;Finance acquires and manages funds, plans spending and Human Resources–Recruits, trains, manages benefits and employee relations.

  4. Team Leader – It is important to remember that all three sections are equally important. A winning organization consists of many people pulling together as a team under the direction of their team leader. The team leader of each section is the eyes and ears of the section. The head coach is either the general manager or president. The team leader is a front line working team member who is often overlooked (other than being thrown into the water to celebrate a victory) but his/her role is considerably more involved. The team leader of each section must guide the actions within the section and the general manager/president must oversee and guide each section to move the organization to the starting line and get everyone aligned correctly. Once the race begins, he or she must be a good motivator because the Section Team Leader is often the only one throughout the week who observes and talks with the rowers daily.

The B.O.S.S.©Process – Helps team leaders create and manage company culture, organizes, aligns seat positions, objectives and measures the performance results of each team member.When each section and each person execute in unison, the organization will be propelled forward rapidly to the finish line.

The B.O.S.S.©- Components

  1. Organization’s – Annual One Page Strategic Plan –Very simplified annual plans.

    • The organizationscore goals & strategy

    • Each Section/Departmentaligns its objectives to A.

    • Each Employee aligns its priorities to B.

  2. Weekly Scorecards – every employee one has oneto record their individual results (no place to hide); the team leader rolls-up their section and the head coach rolls-up all sections. Organization results are published openly for all team members to know.

    • It drives workersfocus on #1, 2, 3 daily/weeklytask priorities

    • It drives team leaders to evaluate team member Scorecardresults

    • It drives team leaders to focus coaching on performance development

  3. Monthly 360 BluDiamond©Standard &Scorecard Reviews, 25-character traits are identified. Two traits are reviewed each month (2 traits x 12 months = 24, one trait is reviewed every month). It drives team leaders to focus coachingon Character development.

  4. Team Leaders –function as the department/section coxswain. Theyreview each employee’s scorecard performance results and coach/trainthem on developing strong character.

The B.O.S.S.©- Process Steps

  1. The senior leadership team, comprised of the company officers and/or leaders of each department, section meet in “Leadership Huddles” to collectively develop:

    • Annual One Page Strategic Plan – identifies key financial goals expressed as hard numbers or percentages:

      1. Total Billed sales

      2. Cost of Services

      3. Cost of Goods Sold

      4. Gross Profit

      5. Expenses

      6. Net Profit

    • Each department/section team leader prepares its own One Page Plan and ensures their annual objectivesalign and contribute directly to the overall organizations plan. It identifies each seat position, their role and individual performance objectives

    • Weekly Scorecards: Simple easy excel spreadsheets are created for every employee and department/section to measure and track performance to objective results

    • Monthly 360 BluDiamond© Standard & Scorecard Reviews sheets are created for every employee issued monthly

  2. Each department leader creates a department annual goal plan that strategically aligns & contributes to achieving the goals of the organization annual plan.

  3. The department leaders then develop a weekly scorecard with every person in their organization.

Key – Every person has a scorecard. This to measure their individual weekly objective results and enable the team leader & individual to quickly adjust in order to meet market environmental changes or re-direct priorities to achieve goals& objecyives.

Scorecard results are rolled up weekly. Individuals to department leader, departments are rolled up to the president. Organization results are posted weekly for all to see.

Employee Rewards -A plan is custom designed for the organization in collaboration with the leadership team. Bonuses are paid to every eligible employee –either monthly, quarterly, 6 months or annually and based on the organization achieving its monthly, quarterly, etc. financial goals. The more frequent the timing, the higher worker motivation to achieve results.

Staff and Line Functions Defined. – “Generally, a line function is one which is involved in or contributes directly to the main business activity of a firm….  [While] Staff functions are those functions which help or assist line functions accomplish the primary objectives of the enterprise.  They are activities which are indirectly related to the major objectives of the firm” (Carvell, HRB p178).  Additionally, Line functions are those activities that give definition to the organization structure and which ensure that the product or service is produced and reaches the customer at a profit.  Whereas, Staff functions are subsequently added to assist Line managers in accomplishing their goals.  Thus as the number or depth of the Leader’s responsibilities expand to the point of making unrealistic demands on his or her time or expertise so that he or she is no longer able to effectively administer all the required functions in his or her supervisory domain, Staff positions are created to help facilitate his or her endeavors.  For while a Leader may be quite capable of supervising six retail locations, providing the necessary training, marketing, and administrative support, etc., he or she will typically need the assistance of a training manager, marketing director, controller, property administrator, real estate manager, construction supervisor, and a director of operations and their various assistants to successfully supervise 250 such units.  However, regardless of the quality or degree of support they receive “line management has the full and final responsibility for directing the activities of the people who comprise the organization, because line management is directly responsible to the founders or owners for achieving results through those people.  Consequently, line management must retain the full authority to carry out the function[s] for which it is held responsible.  This authority cannot be successfully delegated except within the line management organization [structure].  The staff role, on the other hand, is one of counsel, service, and advice.  The staff expert should have no authority over any part of the line organization, nor should he [she] take any action that will interfere with line management’s performance of its role” (McGregor, LM p146).  Therefore, Staff members typically have far fewer Subordinates of their own and are ordinarily concerned with activities of a much more limited scope and responsibility than their Line Leader counterparts at comparable hierarchical levels.  Whereas a Line Leader’s responsibilities of are traditionally broader in scope; having a similar range of authority as his or her immediate superior on a downscaled version of the larger hierarchal structure that is usually organized and operated in a similar manner as the next higher echelon.  Thus as a result of this wider range of supervisory responsibility, Line positions are more frequently the incubators of future presidential candidates than Staff positions.

Recruit & Train – Consultant Trainers

Jack’s to Do List:

  • PowerPoints – 1. 10 to 15-minute Overview,2. ToolKit & how to use
  • Tri-fold Brochure
  • Tool Kit –forms: One Page Plan, Scorecard Templates, 360 BluDiamond Templates
  • White Paper
  • Jack’s Credentials
  • Pink House Book
  • Unique Stand Out choskies
  • Roll up Banner