Your company can have a growth plan while you have no clear plan for what that growth should make possible in your life. More revenue may create more work. A valuable business may still leave you short of the cash you want to take home.
Your ownership goals give every business decision that follows a purpose. That’s where the iBD Ownership OS™ starts. You define the role you want, the personal income you need and the wealth you want to build. The Owner’s Scorecard™ puts all three in one place, with dates and numbers you can use.
Decide what the business should support
Your Noble Aim describes the life and contribution you want those numbers to serve. It can include the people you want time for, work you find meaningful and the effect you want to have on your employees or community.
You don’t need a polished mission statement. You need enough clarity to explain why an opportunity is worth its cost in time, cash and risk. A second location might support your wealth goal while requiring travel that conflicts with the role you want. Your goals help you make that choice deliberately.
Build one Scorecard through three milestones
1. Time and Role Goals
Choose the responsibilities you want to keep and the ones you want to hand off. Compare your intended calendar with a dated account of where your time goes today. Set five annual targets for operator work, ownership work and personal time, including sleep. Each week still has 168 hours.
The Noble Aim, Role Vision Board, Ideal Calendar and Time Audit explain the targets on the Time section of your Scorecard.
2. Cash Flow Targets and Sources
Define your annual personal income target and how much should come from salary, ownership distributions and other sources. Separate what the company earns from what actually reaches you.
The Cash Flow Target Worksheet supports the Cash Flow section of the same Scorecard. The income mix matters when you want to change your operating role without losing the income that supports your life.
3. Net Worth and Valuation Targets
Set a net worth target and date. Consider the contribution you expect from assets outside the company, then identify what you need your share of the business to contribute.
The Net Worth Target Worksheet and Market Valuation Target support the Wealth section. A required business value is a target to investigate; it doesn’t establish what the company is worth today.
Keep today’s position separate from the targets
Your Scorecard carries five annual target columns. Current is a separately dated baseline in the supporting work. Year 1 is your first target, even when you choose to hold steady.
Time describes a weekly pattern. Cash flow describes income over a stated annual period. Wealth describes assets less debts at a point in time. Clear dates and supporting records keep the comparison meaningful.
Use suitable work you already have. Keep the detail behind the Scorecard and bring its conclusions to the summary. You can identify a worthwhile goal while leaving the assumptions that need testing visible.
Use all three goals when making a decision
Suppose you want to leave daily operations within three years and maintain your personal income. Someone must carry the responsibilities you’re leaving. The company must fund that person’s work, meet its other cash needs and support the income you want.
You might develop a leader, improve the operating plan or change the timing. Your Scorecard makes the intended benefit clear. The financial model helps test what the business can support. A hire only releases your time when the responsibility actually transfers.
Review income and changed assumptions monthly. Review the full Scorecard and supporting work quarterly. Reconsider the longer plan annually or after a material change, preserving the earlier version and the reason for the change.
Clarity and completion answer different questions
The Alignment Score records how clearly you understand the path toward your time, cash-flow and wealth goals. It uses a separate 1–7 rating for each dimension.
The Velocity Score™ uses each milestone’s 0–3 completion requirements to assess installed capabilities. The individual milestone pages explain the evidence required. A completed worksheet, a confident answer or a clear goal alone doesn’t establish that every requirement is met.
Module 2: Expand Knowledge develops the three lenses of value. Module 3: Owner’s Playbook connects your goals, numbers and decisions with a continuing review rhythm. You carry the same ownership goals into that work.
Choose your next step
Start the work. Use the same Scorecard for all three Ownership Goals milestones. Keep your dated starting position and supporting work with it.
Download the Owner’s Scorecard
Review the wider picture. The Ownership Assessment helps you consider this milestone alongside the other ownership capabilities, identify evidence still to review and choose useful work. Start the Ownership Assessment.
Work through it with support. The 90-Day Boardroom Blueprint connects your ownership direction, numbers and decisions in your first usable Owner’s Playbook. You can explore the program directly when you’re ready for guided work. Explore the Boardroom Blueprint.
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