Job Scorecard

Position / Role

What to write: the exact job title, plus (optional) who it reports to.

Tip: name the role as it will appear on the org chart, not a fluffy title. One sticky.

Mission / Purpose

What to write: one or two sentences on why this role exists — the single core result it delivers.

Tip: if you can't say it in two sentences, the role isn't defined yet. Focus on the outcome, not the daily tasks. Start with a verb.

Key Accountabilities & Outcomes (3–5)

What to write: the specific, measurable results the person must achieve — not activities. Each gets its own sticky, and the dashed line below is for its measure/target.

Tip: an outcome is something you can mark done or not done. "Manage onboarding" is an activity; "Onboard 20 accounts to full adoption by Q2" is an outcome. Rank them 1→5 by importance. Aim for 3 strong ones before adding a 4th or 5th.

Job Competencies (3–5)

What to write: the skills, abilities, and behaviors the person needs to hit those outcomes. One per sticky.

Tip: derive these from the outcomes above — ask "what must someone be great at to deliver #1?" Mix hard skills with working style. Keep it to what's essential; if everything is critical, nothing is. Optionally tag each Must-have vs. Nice-to-have.

Company Core Values (3–4)

What to write: your actual company values, and — on the "How they behave" line — what living that value looks like in this specific role.

Four columns, 4 sticky-sized rows (add or remove to land at 3–5 functions):

🌴🌵Core Function (the hat) — one distinct area of the role. Name it as a noun.

e.g. Campaign management · Analytics · Team leadership.

Key Responsibilities — what that function actually involves day to day.

Formula: [Verb] + [what] + [scope] — e.g. Plan & run multi-channel campaigns end to end.

🧑‍🚒👩‍🚀🧙‍♂‍Skills / Competencies Required — the specific skills that function demands (this is what feeds the main scorecard's Competencies section).

e.g. Project management, copywriting, marketing ops.

💫 Level / Priority — how strong they need to be, or how critical the function is.

Use a simple scale: Essential / Desired, or Expert / Proficient / Working.

Additional tips

The core idea is that each layer derives from the one above it, so nothing is arbitrary.

Start with mission — the single reason the role exists. Then break that into functions: the three-to-five distinct areas of work the role holds, the different "hats" it wears. A good test for a function is subtractive — if you removed it, would the mission fail?

Functions are about the role, and they're fairly stable over time.

💫From each function you derive skills by asking one question: what must a person be genuinely good at to do this function well? This is the discipline that keeps you honest — a skill only earns its place if it's demanded by a function. If a skill doesn't ladder up to one, cut it. Skills are about the person.

Finally, set proficiency: how deep the person must be in each skill. The key insight is that not everything needs expert level — you match depth to consequence. Reserve "expert" for skills where mistakes are costly or the function is central; "working knowledge" is fine everywhere else.

Three lenses to get the skills right

Head, Hands, Heart. 🤯❤️🤚 Every skill is one of three kinds: cognitive judgment (head), technical craft (hands), or interpersonal character (heart). Most roles need all three but weighted differently, and the reason a technically brilliant hire often fails is a missing "heart" or "head" skill nobody scored for. Check that you've covered all three, not just the obvious technical ones.

Teach vs. Select. Some capabilities you can train on the job (teach); others are closer to traits and values and have to be hired for (select). Be lenient on the teachable ones and strict on the un-teachable ones — this is the real logic behind "hire for attitude, train for skill." It also tells you where to set a high bar in interviews and where to relax it.

Depth and shape (the T). People are rarely evenly good; the strong ones are "spiky." A well-matched person is deep in the function that most defines the role — the vertical of the T — and broad enough across the others to collaborate. So decide which spike matters most before you evaluate anyone.

Two principles that keep it from bloating