1 of 30

Clarify �What Matters

Developed by Travonnie Mackey & Shawn Rubin for The van Beuren Charitable Foundation

07.30.2025

2 of 30

We believe…

Work doesn’t have to suck. We’ve assumed work �will be miserable, so we haven’t fixed it. If we solve organizational culture, we change lives.
Great managers are powerful. When they lead with empathy, they make impact possible. Everyone deserves a manager that leaves them feeling cared for, successful and developed.

We exist so that…

Our partners achieve unprecedented staff engagement.
The leaders we partner with are supported & sustained.
Companies in every sector shift the way they do work.

Empathy + Impact

3 of 30

Build a 2-ft �free—standing tower in 6 minutes.

4 of 30

Successes �& Struggles�

Were you successful? Why? Why not?

5 of 30

Our Session Objectives

How do we develop org success criteria?

How do we determine the good enough bar?

What messages do we intend to �send about performance?

How do we develop org success criteria?

6 of 30

Competencies 🡪Functional knowledge + job level skills

Tactics 🡪 Individual job duties, projects and initiatives

Orientations 🡪 Translate values into observable behaviors

Metrics 🡪 Cascaded organizational and department goals

Metrics

I hit my targets�consistently

Tactics

I get �stuff done

Competencies

I know �my stuff

Orientations

I model the �core values

The Four Things That Matter�While managers have different preferences about what makes someone great, �we have found these four performance domains matter to leaders, no matter the organization.

Explicit Domains

7 of 30

Were you successful?

Where? How?

Metrics

I hit my targets�consistently

Tactics

I get �stuff done

Competencies

I know �my stuff

Orientations

I model the �core values

8 of 30

Throughline Learning Case Study�From Tactics to Metrics

Metrics

$250k contract revenue
eNPS 50
75% Exec team retained

Tactics

Ensure conference presence
100 District Conversations
Brand refresh

9 of 30

Job Level Skills
Job Level	People Skills	Strategy Skills
Coordinator Analyzes information and develops reports & materials, communicates with external stakeholders	Cultivating Relationships & Collaborating Develops a sense of rapport and trust with staff and seeks opportunities to share expertise and leverage the strengths of others; comfortably communicates with external stakeholders Influencing & Motivating Inspires committed and positive action towards accomplishing individual and collective organizational work goals	Organizing, Planning & Executing Able to organize, track and manage workflow and resources; clearly articulates plans to others, develops systems to prioritize tasks; executes according to set timelines Tracking, Measuring & Analyzing Builds and maintains systems and procedures to track data and progress towards individual and organizational goals; analyzes data thoroughly to determine trends & opportunities
Partner/Manager	Setting & Managing Expectations Clarifies the outcomes of the work and names what progress should look like along the way; delegates and checks in with a productive cadence	Thinking Holistically & Making Connections Connects the work to the big picture, identifies opportunities to streamline tactics and integrate streams/functions
Director Leads projects and direct reports, assign tasks and ensure accountability, develop workflows	Coaching & Developing Embraces opportunities to further the growth and development of others by building their capacity and skills	Rigorous Data Analysis Uses rigorous logic around aggregate data; performs a variety of analyses to inform decisions with broad impact and solve problems requiring diverse perspectives. Synthesizes data; identifies & prioritize opportunities to pursue and problems to solve
C-Suite Leads strategy and teams, informs organizational strategic planning (Stephanie	Building High Performing Teams Hire high-quality, talent whose strengths match the needs of the work; develops an environment of camaraderie and collaboration that enables teams to meet & exceed goals	Allocating & Managing Resources Strategically manages budget and capacity to move the work forward; manages time strategically; plans meetings purposefully Setting Vision & Direction Establishes a clear vision that is mission aligned, sets measurable goals and develops teams and activities to maintain alignment with this vision
Executive Leads org-wide direction and culture, sets the tone and the pace (Shawn)	Ensuring Diverse & Equitable Environments Offer appropriate levels of transparency into decisions, advocate and make cases for promotion when applicable, and promote healthy conflict without fear of retaliation	Leading Change Identifies necessary shifts in a timely manner, involves key stakeholders in the planning process, promotes buy-in & follow-through, and adjusts course as needed

Functional Knowledge
Department	Areas of Expertise
Programs	Our internal theory of change and strategic plan Project management Program evaluation Strategic planning Training & facilitation, adult learning theory
Operations	Our internal theory of change and strategic plan Industry specific legal rules & compliance guidelines Supply chain management Financial reporting & bookkeeping Business software, platforms & analytics Talent life cycle (hiring, performance, total rewards, personnel investigations) Diversity, equity, & inclusion (justice, belonging, access)
Development	Our internal theory of change and strategic plan Portfolio management (how to balance sources) Fundraising software & donor databases Donor landscape (who should we know), Donor Reporting & comms Event planning & logistics Evolving regulations in digital fundraising Donor databases
Marketing	Our internal theory of change and strategic plan Market research & target audience analysis Web analytics & SEO Sales funnel & conversion tactics Advertising, brand awareness & exposure strategy Web design, brand management & external communications Media outlets, media relationships Social marketing & digital platforms

Competencies

Assessed by the Board (360)

10 of 30

Throughline Learning Case Study�Orientations assessed by throughline staff (360)

Compassion�we listen to both sides of a thing; we seek to deeply understand; we check in on one another; create space to be human with one another

Collaboration�we engage others in the work; willing to help and support; we disrupt power dynamics and lean in where we can

Responsiveness�we close the loop; we follow up; solicit feedback; proactively communicate updates

Ownership�we carry our weight, we do our part, we take constructive feedback and hold ourselves accountable for our intent, our impact, and our blind spots

Impact�we ensure our work meets the goal; center the results of our efforts; we give constructive feedback to hold each other accountable in service of our team goals and culture

…so we show up with ___.

Curiosity�we aren't set in one way; we are open to doing things differently; positive attitude towards new things; we are willing to pivot and adjust course when needed

We believe in...

11 of 30

Our Session Objectives

How do we develop org success criteria?

How do we determine the good enough bar?

What messages do we intend to �send about performance?

How do we determine the good enough bar?

12 of 30

Depends On Your Manager�Our individual preferences trickle into our leadership. Expectations varying from manager to manager leave staff feeling unclear on the bar for success. Centralizing the weights reinforces fairness.

Centralized Weights

Metrics

I hit my targets�consistently

Tactics

I get �stuff done

Competency

I know �my stuff

Orientations

I model the �core values

Manager #1

It’s okay that you didn’t hit the target. You are working so hard and carrying so much. You are such a value add to our team culture. I don’t need you to be an expert in [team function].

Metrics

I hit my targets�consistently

Tactics

I get �stuff done

Competency

I know �my stuff

Orientations

I model the �core values

Manager #2

Hitting the number is what matters. We need the most knowledgeable folks in the industry. It doesn’t really matter what work your carrying or how you get it done if we hit the metrics.

13 of 30

Centralized Weights�Our individual preferences trickle into our leadership. Expectations varying from manager to manager leave staff feeling unclear on the bar for success. Centralizing the weights reinforces fairness.

Centralized Weights

Metrics

I hit my targets�consistently

Tactics

I get �stuff done

Competency

I know �my stuff

Orientations

I model the �core values

The Balanced Bar�Helps us go Far��We see equal value in all the �ways our team contributes to the work. ��Do your part and do it strategically. �The way you get work done matters too. Our staff are skilled, knowledgeable and values aligned.

25%

14 of 30

CLIENT Weights�Our individual preferences trickle into our leadership. Expectations varying from manager to manager leave staff feeling unclear on the bar for success. Centralizing the weights reinforces fairness.

Centralized Weights

Metrics

I hit my targets�consistently

Tactics

I get stuff done

Competency

I know my stuff

Orientations

I model the �core values

Centering the Grind with Culture in Mind

Hitting metrics and knowing your stuff matters, but not as much as getting stuff done and showing up in alignment with our values.

35%

15%

Centralized Weights�Our individual preferences trickle into our leadership. Expectations varying from manager to manager leave staff feeling unclear on the bar for success. Centralizing the weights reinforces fairness.

Centralized Weights

15 of 30

CLIENT Weights�Our individual preferences trickle into our leadership. Expectations varying from manager to manager leave staff feeling unclear on the bar for success. Centralizing the weights reinforces fairness.

Centralized Weights

Metrics

I hit my targets�consistently

Tactics

I get stuff done

Competency

I know my stuff

Orientations

I model the �core values

We’re Here to �Move the Needle

Carrying your share is important, but not more important than hitting the targets we set out to achieve. ��How you get the work done matters too, so we make time to reflect on our skills and approaches regularly.

30%

20%

30%

Centralized Weights�Our individual preferences trickle into our leadership. Expectations varying from manager to manager leave staff feeling unclear on the bar for success. Centralizing the weights reinforces fairness.

Centralized Weights

16 of 30

Centralized Weights�Our individual preferences trickle into our leadership. Expectations varying from manager to manager leave staff feeling unclear on the bar for success. Centralizing the weights reinforces fairness.

Centralized Weights

Metrics

I hit my targets�consistently

Tactics

I get �stuff done

Competency

I know my stuff

Orientations

I model the �core values

Culture-Centered �Learning Organization

Hitting metrics and knowing your stuff matters equally. We expect staff to do their part and do it effectively.

We create an environment where staff can deepen knowledge and skill along the way. Our cultural orientations create the conditions where people can learn and grow, and we account for that learning culture in our system.

25%

35%

15%

25%

17 of 30

Conflicting Approaches to Work

Equally Weighted?�Move to the Left Side of the Room

Some Matter More?�Move to the Right Side of the Room

How much do these matter?

Metrics

I hit my targets�consistently

Tactics

I get �stuff done

Competencies

I know �my stuff

Orientations

I model the �core values

Metrics

I hit my targets�consistently

Tactics

I get �stuff done

Competency

I know �my stuff

Orientations

I model the �core values

18 of 30

Case Study - Throughline Learning’s Weights�Year One

Metrics

I hit my targets�consistently

Tactics

I get �stuff done

Competency

I know �my stuff

Orientations

I model the �core values

30%

10%

The Goal Setting Ramp Up

In year one, we need to leave room for folks to create accurate goals for their roles in relation to our strategic plan. We anticipate the growing pains here and don’t want to unfairly hold people accountable while we figure it out.

What implementation challenges do you anticipate? Who would get stuck? Why?

1 min

3 min

19 of 30

Which domain weights feel most accurate in your organization?

Please download and install the Slido app on all computers you use

ⓘ Start presenting to display the poll results on this slide.

20 of 30

Our Session Objectives

How do we develop org success criteria?

How do we determine the good enough bar?

What messages do we intend to �send about performance?

21 of 30

Do they meet the bar?

The 4-Point Scale

The 4-Point Scale�Disrupts centrality bias. Allows for slight gradation. Requires candor and clarity.

Empact

Work

No

Yes

Do they also �exceed the bar?

Are they far �from the bar?

4

3

2

1

Yes

No

Yes

Metrics�Are you impactful enough?�
Tactics �Productive enough?�
Competencies�Skilled/knowledgeable enough?�
Orientations�Contributing to culture well enough?

22 of 30

Do they meet the bar?

The 4-Point Scale

The 4-Point Scale�Disrupts centrality bias. Allows for slight gradation. Requires candor and clarity.

Empact

Work

No

Yes

Do they also �exceed the bar?

Are they far �from the bar?

4

3

2

1

Yes

No

Yes

Centrality bias is the tendency to rate most items in the middle of a rating scale.�

While moderation is great in most things, high-stakes situations like performance appraisals often require taking a stand.

- CultureAmp

3-pt scale

5-pt scale

23 of 30

Do they meet the bar?

The 4-Point Scale�Disrupts centrality bias. Allows for slight gradation. Requires candor and clarity.

Empact

Work

No

Yes

Do they also �exceed the bar?

Are they far �from the bar?

4

3

2

1

Yes

No

Yes

What’s the danger of withholding 4’s

24 of 30

Do they meet the bar?

The 4-Point Scale�Disrupts centrality bias. Allows for slight gradation. Requires candor and clarity.

Empact

Work

No

Yes

Do they also �exceed the bar?

Are they far �from the bar?

4

3

2

1

Yes

No

Yes

What’s the danger of withholding 1’s when earned?

25 of 30

1

Really far from the bar – unsuccessful

2

Inconsistent or approaching expectations

3

Doing the job �successfully

4

Above & beyond our expectations

Metrics

I hit my OKRs consistently

1

Really far from the bar – unsuccessful

2

Inconsistent or approaching expectations

3

Doing the job �successfully

4

Above & beyond our expectations

Tactics

I get stuff �done

1

Really far from the bar – unsuccessful

2

Inconsistent or approaching expectations

3

Doing the job �successfully

4

Above & beyond our expectations

Competencies

I know �my stuff

1

Really far from the bar – unsuccessful

2

Inconsistent or approaching expectations

3

Doing the job �successfully

4

Above & beyond our expectations

Orientations

I model the

core values

Average = 3.05

10%

30%

Underperforming

< 2.50

Developing

< 3.00

Performing

Excelling

> 3.40

< 3.40

Throughline Learning’s Template

The 4-Point Scale�We recommend a 4-point scale to assess each performance domain.

Case Study - Throughline Learning’s Formula�PIPs & Promotions

26 of 30

Busy is not the goal. ��We need to be impactful. We need to be clear about the impact we seek to have.

The 4-Point Scale�We recommend a 4-point scale to assess each performance domain.

Case Study - Throughline Learning’s Formula�Messaging

Being fully skilled matters. ��We’re lean and need people to be effective practitioners.

Culture Contributions �are required.�

Being good at the technical aspects isn’t enough.

27 of 30

The Recap

I can be clearer about _____________.

Clarify the four things that matter for success: Metrics, Tactics, Competencies & Orientations�

Decide how much they matter: Get clear on the bar for success in your organization.�

Use a four-point scale to check your messaging. Performance reviews should leave high performers feeling seen and underperformers feeling on the hook.

28 of 30

We’d Love to Connect!�Travonnie Mackey - travonnie@empact.work�Shawn Rubin – srubin@throughlinelearning.org

29 of 30

Performance Management Decision Guide

Performance Domains

Weights - Do all four things matter? Do they need to be weighted? Why? What’s the rationale?

Metrics – I hit my targets consistently
Tactics – I get stuff done
Competencies – I know my stuff
Orientations – I model the core values�

Cut Offs - Do the overall cut offs send the right message on the bar for performance? (use the tool in your toolkit to test some scenarios.�
Rubric – Does the language work? Criteria accurate? What are some examples of metrics and tactics, so people know the difference?�

Centralized Expectations

Competency model – Are these the right skills? Are they placed at the right altitude? Is anything missing?�
Orientations – Are the values translated accurately? Are there approaches here that need to be disrupted/revised?

360’s for Perspective

Weights – Should it be weighted or a bias check? Are the weights between managers & nonmanagers right?

Components - Are people assessing the right stuff? (competencies and/or orientations)�
Feedback Culture – Should the feedback be synthesized or shared directly? Should staff see the names of their reviewers or the anonymous labels?

Cadence & Process

Goals - When does goal setting start/end? What’s the process to revise a goal? Who has to sign off?�
Informal Zoom Outs – How often should managers talk big picture? (monthly, bi-monthly, quarterly)�
Formal Evaluations – How often should managers do reviews? When are 360s included? (quarterly, semi-annually, annually, bi-annually)

Training & Calibration – Is it optional or required? Why? For whom? How often?�
Audits – Who does them? When? Why?

Underperformance

Moderate – What are coaching behaviors? Do high performers get coaching?

Low Tolerance – How long can people struggle? Where do PIPs make sense?�
Zero Tolerance – What behaviors have automatic consequences?

Recognition & Rewards

Merit Pay – Is it differentiated? What is the minimum revenue threshold?�
Promotions – What is the criteria for promotion readiness? How does performance affect promotions?

Manager/Peer Opportunities – What non-centralized tools are available to celebrate deep contributions to the work?

30 of 30

Performance Management Decision Guide

30

Domain Weights�What matters most in our org? Does this need to shift? How can we be more explicit?	Candor What is needed to help managers talk candidly about the good enough bar?	Framing What messaging should we send about performance? Why?