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Struggling With Staff Performance? And Recruitment? Read this… | The Melting Pot Newsletter | Issue #70


I’m going to let you into a secret.  There’s a method that I’ve introduced to my CEO clients which they’ve found transformational.  Not only does it massively improve the accuracy of recruitment. It also increases motivation, performance and energy in the business. What is this hard-hitting formula?  Creating a job scorecard.

In last week’s blog, I talked about the importance of regular talent assessment and ways you could rank staff performance as A, B and C in your organisation.  Your aim has to be getting the percentage of A-Players up to 90% if you can (the definition of an A-Player being the top 5 to 10% of the available talent for a given job, salary and location).  But in order to do this, you need a structure around job performance and expectations that everyone buys into and accepts.  And you need a recruitment process that attracts only A-Players. This is where the job scorecard comes in.

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Shannon Byrne Susko – The Accidental CEO Turned Reluctant Bestselling Novelist

Shannon Byrne Susko isn’t just a CEO, she’s a serial entrepreneur, business coach, keynote speaker and the reluctant author of two best-selling books. Recognised and named as one of Canada’s ‘Top 40 under 40’ in 2000, Shannon co-founded, served as CEO and led the sale of two SaaS companies in less than 6 years, before turning her hand to business coaching in 2011.

That’s quite an achievement for someone who comes from, what she describes as, a pretty traditional household where dad worked, mom stayed at home and she was expected to go to university and then get married. “You know, I was like, that’s not happening, I have things to do.’ Looking back she realises that: “I didn’t have a problem being a woman CEO. The problem is the old school thinking about women being CEOs. I didn’t even think about it… tech was probably the most accepting industry of a woman CEO at that time, because we’re all a bunch of geeks and geeks accept geeks, they didn’t care.”

In this hugely insightful episode, Shannon tells the incredible story of her rise to the top. Of her time as CEO, how she grew and sold two businesses in less than 6 years, of how she got Verne Harnish to help her get her company to a good place. As well as why she needed a mentor when she was running the show, why she’s transitioned into a business, leadership and CEO coach and more importantly, why she wrote two bestselling books that she never wanted to write. 

Recommended Podcasts


Episode 166: Why So Many Incompetent Men Become Leaders

This is a great discussion on how competence is the way to fix diversity in the workforce.

Recommended Articles


This Wednesday we are rolling out a new business born from the work we have been doing within TCD over the last four years and I’m just reflecting on some of the work that has gone in leading up to this. It’s exciting times for us and while it is the start of something new, it is the continuation of a rhythm of work and focus on a few key ideas that has had us be able to develop and now launch a new business. Of those few key ideas one of the most important for us has to be ‘Profit per x’.


For all its clear advantages, one big drawback to the digital age is our exposure to ubiquitous distractions — from our endless need to check stuff on Google, to the perpetual stream of WhatsApp messages, to our impulsive additions to our Amazon baskets. Although it’s too soon to know just what long-term impact living in the digital bubble will have on our brains, recent psychological research suggests that heightened social media usage is linked to deficits in concentration, empathy, and social skills, as well as increases in narcissism and life dissatisfaction. And the more drastic idea that our inability to be offline may have detrimental intellectual and cultural consequences for society is now less unusual than it was once.


As head of a startup, I always want to make sure everyone on my team understands the vision for what we’re trying to achieve. I also want to make sure we’re hearing, considering, and incorporating everyone’s ideas, and acting quickly to iron out problems along the way. So we have a lot of group conversations. A lot.

Recommended Reads


In this groundbreaking book, Bill Price and David Jaffe offer a new, game-changing approach, showing how managers are taking the wrong path and are using the wrong metrics to measure customer service. Customer service, they assert, is only needed when a company does something wrong – eliminating the need for service is the best way to satisfy customers. To be successful, companies need to treat service as a data point of dysfunction and figure what they need to do to eliminate the demand. 


Why does a bad impression last longer than a good one? Why does losing money affect us more than gaining it? What makes phobias so hard to shake?
The answer is the negativity bias – or in other words, the power of bad. As John Tierney and Roy F. Baumeister show, we are wired to react to bad over good. It makes sense in evolutionary terms, but in our modern world the lure of bad is, well, bad. It governs people’s moods, drives marketing and dominates our news. But there is good news. By using smart strategies from new science, we can train our brains to get better at spotting our own negativity bias, fighting back with our rational minds to manage the bad in our lives – and even using its power for positive results.


Where do you see yourself in 10 to 25 years’ time? Now, that is a big question, isn’t it? Have you ever actually thought about what you REALLY want from life? A lot of people haven’t. It seems so far off. But, thinking about that end goal can actually help you focus on the here and now.

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