CXO Scorecards: An Inside Look at Executive Evaluations

Over the last few months, we've shared the scorecards that we use at GrowthMasters for our managers as well as for our individual contributors. Today, we're sharing the scorecard for our CXOs in spirit of our commitment to continuous improvement and the relentless pursuit of excellence. It is our contribution to the community.

This scorecard is the product of a detailed effort combining extensive research and knowledge from a tribe of mentors and partners including very smart people we've had the pleasure of working with and looking up to like Yuval Rechter , Dan Martell , Chad Gutstein , Chandler Bolt , Florian Hagenbuch , and Leif Abraham — as well as deep analysis of content from creators including Jim Collins (Good to Great, Built to Last co-authored with Dr. Jerry Porras ), John Warrillow (Built to Sell), Dr. Geoff Smart (Who: The A Method for Hiring), Ben Horowitz (a16z, What You Do is Who You Are, The Hard Thing About Hard Things), Matt Mochary (OpenAI, Sequoia, Coinbase, AngelList), Shaan Puri (acq. Twitch, Amazon), Leila Hormozi , and Alex Hormozi . A sincere THANK YOU to these people and to the many others who, like them, have shared signals to guide us along the way.

Our scorecard currently measures our execution on a scale of 1 (lowest) to 5 (highest) for 10 criteria:

1. Strategic Alignment
2. Team Development and Composition
3. Accountability and Execution
4. Prioritization of High-Impact Initiatives
5. Profit Growth
6. Enterprise Value and Innovation
7. Client Focus and Customization
8. Communication
9. Personal Development and Resilience
10. Change Implementation

This scorecard is uniquely tailored to our culture, expectations, and business model. You'll most likely want to adjust it to fit your own if you'd like to repurpose it.

How to Use

• Copy this scorecard to a Google Doc on your company Drive (or similar).
• Share a link of the document with your fellow CXOs and ask them to make their own copy and to title it [TALENT_NAME] [MONTH/DAY/YEAR] || [COMPANY_NAME] CXO Scorecard

• Review Process: The managers self-assess and receive feedback on that assessment by their leaders. Combine self-assessment with reviews by mentors, advisors, fellow CXOs, and direct reports for comprehensive insights.
• Rating System: CXOs, rate yourself on each attribute on a scale from 1 to 5. Mark each of your answers by adding a Google Docs comment or highlighting your score.
• Frequency: Start by conducting evaluations monthly and once you have a good cadence, you can move to quarterly evaluations to track progress and make timely adjustments. Be sure to share your results with your team for feedback.

CXO Scorecard

1. Strategic Vision and Alignment

Score 1-5: The CXO's ability to develop, articulate, and align a clear, evidence-based vision that balances the needs of team members, clients, and the company, and empowers others to understand and replicate both the vision and the decision-making process.

Criteria: Clarity, inspiration, stakeholder balance, evidence-based adaptability, scalability of vision through others.

Score 1:

• Criteria: The CXO lacks a clear or evidence-based vision, or holds rigidly to a vision without adjusting to new evidence. The vision is not communicated effectively, causing confusion and misalignment among stakeholders. There is no effort to help others understand or articulate the vision or decision-making process.
• Example: The CXO presents a vision based on personal whims without supporting data or consideration of stakeholder needs. Team members are left unsure of the company's direction, and no one else can explain the rationale behind decisions.

Score 2:

• Criteria: The CXO has a vision but struggles to base it on evidence or adjust it when presented with new information. Communication is inconsistent, and the vision does not fully resonate with team members, clients, or the company. Others have limited understanding of the vision or decision-making process.
• Example: The CXO outlines goals that partially consider stakeholder needs but does not adjust strategies when market data suggests a change is needed. Team members cannot fully explain the vision or why certain decisions are made.

Score 3:

• Criteria: The CXO has a clear, evidence-based vision and generally balances stakeholder needs but may not always communicate it compellingly or adapt it readily to new evidence. Efforts to help others understand the vision and decision-making process are present but could be enhanced.
• Example: The CXO provides overall direction based on data and stakeholder input but may not fully engage the team in understanding or articulating the vision, leading to adequate but not exceptional alignment.

Score 4:

• Criteria: The CXO consistently articulates a clear, inspiring, and evidence-based vision that balances stakeholder interests. The vision is adaptable based on new evidence. The CXO actively enables others to understand and articulate both the vision and the decision-making process.
• Example: The CXO regularly shares data-driven strategies, invites feedback, and adjusts plans accordingly. Team members can explain the vision and understand how decisions are made, fostering strong alignment and empowerment.

Score 5:

• Criteria: The CXO excels in developing and communicating a compelling, evidence-based vision that unites team members, delights clients, and propels the company forward. The vision is adaptable and others are fully equipped to articulate and implement it independently, effectively scaling the CXO's leadership.
• Example: The CXO is renowned for visionary leadership that is grounded in data and stakeholder needs. The entire organization understands and embraces the vision and decision-making process, allowing for consistent execution even in the CXO's absence.

2. Team Development and Composition

Score 1-5: The CXO's effectiveness in building a high-performing team by getting the wrong people off the bus, right people on the bus, and placing the right people in the right seats; while investing in their development and serving as a role model for competence and standards.

Criteria: Recruitment, role alignment, talent development, personalized mentorship, role modeling, morale management, standards coaching.

Score 1:

• Criteria: The CXO neglects team composition and development, leading to poor performance and disengagement. Does not serve as a competence or standards role model. Fails to manage team morale or coach standards and competence.
• Example: The CXO avoids addressing underperformance, provides no feedback or development opportunities, and sets a poor example in work ethic and standards. Team members lack guidance and become complacent or burnt out without support.

Score 2:

• Criteria: The CXO occasionally addresses team composition and provides some feedback but lacks consistency. Efforts to model competence and standards are minimal. Morale management is sporadic, and coaching on expectations is insufficient.
• Example: The CXO hires talented individuals but does not consistently demonstrate high standards or provide the necessary support to help team members meet expectations. Team morale fluctuates due to lack of guidance.

Score 3:

• Criteria: The CXO generally manages team composition well and supports direct reports but may delay tough decisions or overlook development opportunities. Serves as a competent role model but may not fully inspire others to elevate their standards. Morale management and coaching are adequate but could be improved.
• Example: The CXO sets a good example in some areas but may not actively encourage team members to reach higher standards. Provides feedback but may not fully address complacency or burnout in the team.

Score 4:

• Criteria: The CXO consistently ensures the right people are hired, developed, and placed appropriately while providing clear, actionable feedback. Acts as a role model for competence and standards, effectively manages team morale, and actively coaches team members on expectations and paths to meet them.
• Example: The CXO demonstrates high standards in their work, motivates the team to excel, addresses complacency, supports stressed team members, and provides tailored development plans.

Score 5:

• Criteria: The CXO excels in building and developing a high-performing team, making strategic hires, and fostering professional growth through tailored mentorship. Is an exemplary role model whose standards elevate the entire team. Skillfully manages morale, balancing pressure and support, and consistently coaches team members toward excellence.
• Example: The CXO's leadership results in a cohesive, skilled, and motivated team that not only meets but exceeds expectations. Team members aspire to the CXO's level of competence and standards, leading to continuous improvement and high morale.

3. Accountability and Execution

Score 1-5: The CXO's effectiveness in holding themselves and others accountable for results, ensuring that expectations are clear and tasks are completed efficiently.

Criteria: Setting expectations, monitoring performance, follow-through on tasks and projects.

Score 1:

• Criteria: The CXO does not hold themselves or others accountable, frequently leaving projects unfinished. There is a lack of clear expectations and minimal monitoring of progress.
• Example: The CXO allows deadlines to be missed without addressing the underlying issues, resulting in project delays, budget overruns, and a culture of complacency.

Score 2:

• Criteria: The CXO inconsistently holds people accountable and sometimes allows tasks to linger. Expectations may be set but are not enforced, leading to mixed results.
• Example: The CXO requires frequent reminders to follow up on projects, leading to bottlenecks and team confusion about priorities and responsibilities.

Score 3:

• Criteria: The CXO generally holds people accountable and follows through but may avoid difficult conversations or delay action when issues arise. Monitoring is adequate but not rigorous.
• Example: The CXO sets expectations and reviews performance but may hesitate to address underperformance directly, resulting in acceptable but not optimal execution.

Score 4:

• Criteria: The CXO consistently holds themselves and others accountable, ensuring goals are met and projects are completed efficiently. Expectations are clear, and progress is regularly monitored.
• Example: The CXO conducts regular check-ins, promptly addresses issues, and fosters a culture where commitments are honored, leading to high levels of productivity and reliability.

Score 5:

• Criteria: The CXO excels in fostering a culture of accountability and execution, where commitments are consistently met, and initiatives are driven to completion without unnecessary delays. There is a strong emphasis on excellence.
• Example: The CXO is known for impeccable execution, proactively identifying potential obstacles, and ensuring all efforts lead to tangible results. The team is highly motivated to meet or exceed expectations due to the CXO's leadership.

4. Prioritization of High-Impact Initiatives

Score 1-5: The CXO's ability to identify and focus on initiatives that balance the best interests of team members, clients, and the business, minimizing reactive or opportunistic distractions, and ensuring that priorities are strategic and logical.

Criteria: Strategic focus, balanced stakeholder interests, logical prioritization, avoidance of reactive decision-making.

Score 1:

• Criteria: The CXO is overly reactive, frequently shifting focus to opportunistic or low-impact initiatives without a clear logic or order. Priorities are set without considering the balance between team members, clients, and the business.
• Example: The CXO jumps on every new trend or client request without assessing strategic value or impact on the team, leading to confusion and misaligned efforts.

Score 2:

• Criteria: The CXO occasionally focuses on high-impact initiatives but often gets sidetracked by reactive decisions. There is some awareness of stakeholder interests, but prioritization lacks consistency and clear logic.
• Example: The CXO addresses important issues sporadically but frequently changes direction based on immediate pressures, causing instability.

Score 3:

• Criteria: The CXO generally identifies and works on impactful initiatives but may miss opportunities to optimize balance between stakeholders. Prioritization is present but sometimes influenced by reactive tendencies.
• Example: The CXO sets strategic goals but occasionally diverts resources to less critical tasks due to external pressures, impacting overall effectiveness.

Score 4:

• Criteria: The CXO consistently prioritizes high-impact initiatives that strategically balance the needs of team members, clients, and the business. Decisions are made logically and can be articulated by others, minimizing reactive actions.
• Example: The CXO focuses the organization on initiatives that enhance product-market fit, profitability, and team stability, ensuring that priorities are clear and understood by the team.

Score 5:

• Criteria: The CXO excels at identifying and executing on strategic initiatives that drive maximum impact and perfectly balance stakeholder interests. Prioritization is logical, evidence-based, and enables others to articulate and understand the rationale, effectively reducing reactivity.
• Example: The CXO sets a clear strategic roadmap that aligns with long-term goals, empowers team members to make aligned decisions, and maintains focus despite external pressures, leading to sustained success.

5. Profit Growth

Score 1-5: The CXO's effectiveness in making data-driven, profit-optimizing decisions while accounting for the best interests of clients and team members, demonstrating a deep understanding of financial metrics and wise resource allocation.

Criteria: Financial acumen, data-driven decision-making, resource optimization, balancing profitability with stakeholder interests.

Score 1:

• Criteria: The CXO pays little attention to profitability metrics, makes decisions that harm financial health, and disregards the impact on clients and team members. Lacks understanding of financial KPIs and unit economics.
• Example: The CXO allocates resources to non-profitable projects without analysis, ignores mounting expenses, and fails to consider how financial decisions affect stakeholders, leading to declining profits.

Score 2:

• Criteria: The CXO occasionally considers profitability but often misses key financial indicators. Decisions are not consistently data-driven, and resource allocation is inefficient. Impact on clients and team members is not fully considered.
• Example: The CXO makes some efforts to cut costs but does so haphazardly, affecting team morale or client satisfaction, and does not monitor financial KPIs regularly.

Score 3:

• Criteria: The CXO generally focuses on profitability and makes sound financial decisions but may not optimize performance fully. Demonstrates understanding of financial metrics but could improve in data-driven experimentation and resource allocation.
• Example: The CXO manages budgets and monitors KPIs but may miss opportunities to reallocate resources toward higher-impact initiatives or to eliminate non-profitable expenses.

Score 4:

• Criteria: The CXO consistently drives profitability through healthy, data-driven decisions that consider the business, clients, and team members. Understands financial KPIs and unit economics deeply, runs controlled experiments, and allocates resources wisely.
• Example: The CXO analyzes financial data to make informed decisions, cuts unnecessary expenses, and invests in opportunities that enhance profitability while ensuring client satisfaction and team well-being.

Score 5:

• Criteria: The CXO excels in enhancing profitability through expert financial management, fully leveraging data and analytics. Makes strategic decisions that optimize profits and align with the best interests of clients and team members, demonstrating exceptional resource allocation skills.
• Example: The CXO is on top of all financial metrics, conducts insightful experiments to improve profitability, and strategically invests in high-impact areas, resulting in significant profit growth without compromising stakeholder satisfaction.

6. Enterprise Value and Innovation

Score 1-5: The CXO's ability to create and maintain a competitively excellent, future-proof business by building a defensible moat through systems, processes, and intellectual property, ensuring the company is a valuable asset.

Criteria: Systemization, process improvement, IP development, building competitive advantage, securing the company's future.

Score 1:

• Criteria: The CXO neglects system development and allows knowledge and best practices to remain in individuals' heads rather than being captured at the company level. There is no effort to build a competitive advantage or future-proof the business.
• Example: The CXO relies on key personnel without documenting processes, leading to operational risks if staff leave. The company lacks proprietary systems or IP, making it vulnerable in the market.

Score 2:

• Criteria: The CXO sporadically develops systems but does not focus on creating a defensible moat or securing enterprise value. Innovation is minimal, and the company remains undifferentiated.
• Example: The CXO implements some processes but they are inconsistent and fail to contribute to a strong competitive position or long-term value.

Score 3:

• Criteria: The CXO generally builds systems and captures knowledge but may not constantly improve them or focus on competitive excellence. Efforts to future-proof the company are present but not fully realized.
• Example: The CXO documents processes and develops some IP but may not leverage them to create a significant market advantage or ensure the company's exit potential.

Score 4:

• Criteria: The CXO consistently creates robust systems, processes, and IP that enhance enterprise value, building a defensible moat. The company moves toward being #1 in the industry and is future-proofed through continuous improvement.
• Example: The CXO invests in developing proprietary systems that differentiate the company, ensures best practices are owned by the company, and adapts processes to maintain competitive excellence.

Score 5:

• Criteria: The CXO excels in building enterprise value by constantly improving systems and processes, creating a competitively excellent business that is #1 in the industry. The company has a strong defensible moat and is future-proofed, making it a highly valuable and exitable asset.
• Example: The CXO has developed a business where proprietary systems and IP give a significant market advantage, best practices are institutionalized, and the company's value is maximized independently of any individual, securing its long-term success and attractiveness to potential acquirers.

7. Client Focus and Customization

Score 1-5: The CXO's commitment to providing personalized attention to each client, making them feel sincerely cared for and understood, while delivering excellent work within the boundaries of the company's productized service and systems approach.

Criteria: Client satisfaction, personalized touch, understanding client goals, balancing customization with systemization.

Score 1:

• Criteria: The CXO provides generic solutions without attention to individual client needs. Clients do not feel cared for or understood, leading to dissatisfaction. There is no attempt to balance customization with the company's service model.
• Example: The CXO ignores client feedback and applies the same approach to all clients, resulting in poor relationships and negative perceptions of the company's service.

Score 2:

• Criteria: The CXO occasionally pays attention to individual clients but lacks consistency. Clients receive minimal personalized attention, and efforts to understand their goals are insufficient.
• Example: The CXO addresses issues for some clients but does not provide a consistent level of care, leading to mixed satisfaction levels.

Score 3:

• Criteria: The CXO generally provides personalized attention and understands client goals but may struggle to balance this within the productized service model. Some clients feel valued, while others may not receive the same level of attention.
• Example: The CXO works closely with certain clients but overextends resources, affecting the company's ability to maintain efficiency.

Score 4:

• Criteria: The CXO consistently delivers personalized attention to each client, making them feel sincerely cared for and understood. Effectively balances customization with the company's systems approach, ensuring excellent work without overstepping service boundaries.
• Example: The CXO builds strong relationships with clients, understands their goals deeply, and delivers tailored solutions within the company's standardized processes, resulting in high client satisfaction.

Score 5:

• Criteria: The CXO excels in providing individualized attention that makes every client feel like a priority. Clients perceive the company as a trusted partner that sincerely cares about and helps them achieve their goals. The CXO masterfully balances personalization with the systems approach, optimizing both client satisfaction and operational efficiency.
• Example: The CXO has cultivated an environment where clients feel uniquely supported and the company delivers exceptional results within its productized service, leading to outstanding client retention and referrals.

8. Communication

Score 1-5: The CXO's ability to communicate effectively by both listening and conveying information, fostering a culture of open dialogue, transparency, and collaboration within the organization and with clients.

Criteria: Active listening, clarity, fostering open communication, encouraging feedback, client engagement.

Score 1:

• Criteria: The CXO communicates ineffectively, primarily focusing on speaking rather than listening. There is little transparency, and the organization lacks open dialogue. Clients and team members feel unheard and disconnected.
• Example: The CXO dominates conversations, disregards input from others, and provides minimal information, leading to silos and a lack of collaboration.

Score 2:

• Criteria: The CXO occasionally listens but often fails to foster a culture of open communication. Transparency is limited, and team members may not feel safe to speak up. Client communication is minimal.
• Example: The CXO holds meetings but doesn't encourage participation, and issues are not addressed promptly due to lack of feedback channels.

Score 3:

• Criteria: The CXO generally communicates well but may not fully embrace open dialogue or proactive listening. Efforts to create communication pipelines are present but could be improved.
• Example: The CXO shares information and listens to input but may not actively encourage early and frequent communication, leading to occasional silos.

Score 4:

• Criteria: The CXO consistently fosters a culture of communication by actively listening, promoting transparency, and encouraging open dialogue. Team members feel safe to point out problems, and clients are engaged through effective communication.
• Example: The CXO implements channels for feedback, holds regular discussions, and ensures that both team members and clients are heard and informed, enhancing collaboration and problem-solving.

Score 5:

• Criteria: The CXO excels in communication by deeply valuing listening as much as speaking. Creates an environment where open dialogue is the norm, transparency is high, and communication pipelines eliminate silos. Team members and clients feel fully engaged and empowered to share ideas and concerns, leading to rapid problem-solving and strong relationships.
• Example: The CXO has established a culture where issues are identified and addressed quickly due to open communication, and clients appreciate the proactive engagement and responsiveness, strengthening trust and collaboration.

9. Personal Development and Resilience

Score 1-5: The CXO's commitment to continuous learning, staying technically competent and ahead in the industry, and the ability to import key trends into the business, while managing stress and maintaining composure under pressure.

Criteria: Technical competence, industry leadership, application of trends, stress management, emotional intelligence.

Score 1:

• Criteria: The CXO shows little interest in personal development, lacks technical competence, and is unaware of industry trends. Does not manage stress effectively, negatively impacting the team.
• Example: The CXO is out of touch with current industry practices, does not pursue learning opportunities, and reacts poorly under pressure, causing team confidence to wane.

Score 2:

• Criteria: The CXO occasionally engages in learning but does not stay current with industry trends or apply new knowledge to the business. Stress management is inconsistent.
• Example: The CXO attends conferences but doesn't implement new ideas, and may become overwhelmed during challenging situations.

Score 3:

• Criteria: The CXO generally stays competent in the discipline and is aware of industry trends but may not proactively import them into the business. Manages stress adequately but could improve.
• Example: The CXO keeps up with market demands but doesn't fully leverage this knowledge to enhance the company's offerings, and maintains composure in most situations.

Score 4:

• Criteria: The CXO consistently stays highly competent, leads in industry knowledge, and actively imports key trends into the business. Manages stress effectively, demonstrating strong emotional intelligence.
• Example: The CXO is a subject matter expert, applies new industry developments to improve the company's services, and remains calm under pressure, guiding the team confidently.

Score 5:

• Criteria: The CXO excels in personal development, being the most technically competent person on the team and an industry leader. Proactively brings in market trends and product-market-fit signals, enhancing the business significantly. Exhibits exceptional stress management and composure, inspiring the team.
• Example: The CXO drives innovation by integrating cutting-edge practices, maintains peak technical expertise, and navigates high-pressure situations with ease, elevating the company's position and the team's performance.

10. Change Implementation

Score 1-5: The CXO's efficiency in implementing new strategies or changes within the organization.

Criteria: Speed, decisiveness, effectiveness in change management.

Score 1:

• Criteria: The CXO resists change, causing stagnation and missed opportunities. Implementation of necessary changes is avoided or severely delayed.
• Example: The CXO ignores industry shifts or internal inefficiencies, refusing to adapt strategies, which leads to declining performance and relevance.

Score 2:

• Criteria: The CXO implements changes slowly or ineffectively. There is hesitation or lack of proper planning, resulting in subpar outcomes.
• Example: The CXO approves changes but fails to provide clear direction or resources for implementation, leading to confusion and minimal benefits from the changes.

Score 3:

• Criteria: The CXO generally implements changes effectively but may lack speed. Adjustments are made, but opportunities for quicker impact are missed.
• Example: The CXO adopts new strategies but takes longer than necessary to execute them fully, reducing the potential competitive advantage.

Score 4:

• Criteria: The CXO consistently and effectively implements changes promptly. Change management processes are well-executed, and teams adapt smoothly.
• Example: The CXO leads change initiatives with clear communication, proper resource allocation, and support, resulting in minimal disruption and positive outcomes.

Score 5:

• Criteria: The CXO excels at change management, driving swift and successful transformations. There is proactive anticipation of necessary changes and exceptional execution.
• Example: The CXO proactively identifies areas for improvement, implements changes rapidly and effectively, and achieves outstanding results, positioning the company ahead of competitors.

Final Scoring

Calculation of Final Score:

• Method: The final score is calculated by averaging all the individual attribute scores:
• Rounding: This score should be rounded to the nearest whole number to maintain consistency with the 1-5 scale used for each attribute.

Final Scoring Interpretation

Score 1:

• Criteria: Indicates severe deficiencies requiring immediate attention. The CXO needs focused support and development to meet basic performance standards. Efforts are recognized, and it's understood that improvement is a journey.
• Example: Regularly scores low, showing a need for significant development. Their willingness to improve is acknowledged, and structured support is recommended to help build fundamental leadership skills.

Score 2:

• Criteria: Demonstrates some understanding but is not yet effective across several areas. This score highlights the need for considerable improvement; however, the CXO's ongoing efforts to improve demonstrate their commitment to growth.
• Example: Shows potential in some areas but still struggles with many aspects of effective leadership. Active attempts to improve are valued, and continued support is crucial.

Score 3:

• Criteria: Barely meets the minimum acceptable standards but is not yet a solid performer. Significant enhancements are needed to truly succeed. The CXO's dedication to improving and willingness to tackle these challenges are positively noted.
• Example: Manages basic responsibilities and is working to improve. Effort and intent to develop further are clear and encouraged, highlighting a path toward greater success.

Score 4:

• Criteria: Represents a strong performance level with proficiency demonstrated in most areas. There are minor areas for improvement, but overall, the CXO shows good capability and effectiveness. Efforts to refine skills are evident and praised.
• Example: Generally scores well and is proactive about personal development. Minor areas for improvement exist, and continued diligence in addressing these will help solidify their high performance.

Score 5:

• Criteria: Signifies exceptional performance and mastery over all key leadership competencies, consistently exceeding expectations. The CXO's hard work, commitment to excellence, and proactive efforts are major contributors to their success and the success of the clients, team, and business.
• Example: Excels in every aspect, providing a model of outstanding leadership and operational excellence. Their dedication and meticulous effort in achieving excellence are commendable and set a benchmark for others.

Final Scoring Summary

1. Strategic Alignment -?
2. Team Development and Composition -?
3. Accountability and Execution -?
4. Prioritization of High-Impact Initiatives -?
5. Profit Growth -?
6. Enterprise Value and Innovation -?
7. Client Focus and Customization -?
8. Communication -?
9. Personal Development and Resilience -?
10. Change Implementation -?

Final Score =?

Feedback and Development:

• Discussion: Use this self-assessment to identify areas for growth and discuss with stakeholders such as board members, mentors, or executive coaches.
• Targeted Development: Focus on areas with lower scores to formulate specific strategies, including training sessions, mentorship opportunities, or practical projects to enhance relevant skills.

Regular Review:

• Continuous Assessment: Conduct these self-assessments monthly to monitor progress and dynamically adjust personal development plans.
• Adaptation: This continual evaluation helps maintain a focus on personal and professional growth and adapt to any shifts in role expectations or organizational goals.