The scorecard is one of the foundational tools we teach our EOS clients. When I explain that it is a tool to enable management by exception, many of my clients respond that they do that already with a dashboard they keep.

One of the key differences between scorecards and dashboards is that typically, not always, dashboards focus on outcomes at a point in time. How many dollars or deals are in our sales pipeline? How many customer complaints are in our customer service queue. How much cash do we have? What are our days sales outstanding? They are all important, but they have one shortcoming,- when you see them, the time to react to them is past.

Here is a brief video (3 1/2 minutes) from Patrick Lencioni telling us all what we have to do to have healthy organizations. If you don’t see it, you can find it here.

The shortcomings of email communication is not the only point of this post. It is the subject of a short video, entitled Why Email Starts Fights, from Ed Muzio, the CEO of Group Harmonics, which you can view it its entirety here. The video is co-produced by CBS Interactive/BNET.

In EOS terminology, GWC stands for Gets It, Wants It, and has the Capacity to do the job. It’s half of what we mean when we say you should follow the EOS analog to Jim Collin’s dictum and Get All the Right People in All the Right Seats. Besides sharing your values, each employee should be perfect for the position, or seat, being filled. I provide additional detail in an earlier post entitled How Do You Decide Who You Should Hire?

In this short video, Steve Jobs talks about managing people at Apple. I am pleased to see him espouse the same principles we talk about when implementing EOS with companies. I should not be surprised at this since we always tell all our clients that EOS is based on timeless management principles; they have been around for 100 years and they will be around for 1,000 more.