Three-Trait Scale Readiness Scorecard
Select high-competency, high-agency, collaborative people for ambitious growth.
- Difficulty
- Easy
- Time to result
- ~weeks to results
- Steps
- 6
- Confidence
- 97%
The Three-Trait Scale Readiness Scorecard evaluates people across competency, agency, and collaboration. Competency asks whether someone deeply understands their craft. Agency measures whether they can take an idea, tolerate an unclear path, and discover how to execute with their team. Collaboration examines whether they contribute relationships, introductions, questions, and assistance rather than operating as an isolated participant. Jasmine derived the scorecard retrospectively by studying the mastermind members who achieved the largest returns and renewed for a second cohort. Leaders can apply the same mechanism by identifying top performers, finding their shared behavioral traits, and then using those traits to select or develop future participants.
Origin
After a mastermind achieved a 43% renewal rate, Jasmine interviewed returning members and reviewed their work and results. The women with outsized outcomes shared three traits: high competency, high agency, and high collaboration.
Core principles
- 01Past behavior is evidence of future contribution.
- 02Expertise matters most when paired with initiative.
- 03High-agency people find a path without needing every instruction.
- 04Collaboration multiplies the value of individual capability.
- 05Study successful participants before recruiting the next group.
How to run it
- 1
Define the target outcome
Specify what strong performance means in the environment, including measurable results and valuable group behaviors.
Pro tip Use both financial outcomes and contribution quality where collaboration matters.
Watch out Do not define success only as likability or visibility.
- 2
Study proven performers
Review the work, results, and renewal or retention choices of the people who performed best.
Pro tip Interview them to uncover behaviors that records alone cannot reveal.
Watch out Avoid drawing conclusions from one charismatic participant.
- 3
Assess competency
Determine whether each person has deep command of their field and can reliably apply that knowledge.
Pro tip Ask for concrete evidence of past execution rather than relying on confidence.
Watch out Expertise alone does not guarantee initiative or group contribution.
- 4
Assess agency
Look for examples of taking an idea forward without waiting for a complete roadmap or constant supervision.
Pro tip Ask how the person handled a valuable goal when the method was initially unclear.
Watch out Do not confuse frantic activity with self-directed progress.
- 5
Assess collaboration
Evaluate whether the person asks specific questions, offers useful introductions, and helps others move forward.
Pro tip Look for reciprocal contribution rather than networking volume.
Watch out A high performer who hoards information can weaken a collaborative room.
- 6
Select for the combination
Prioritize candidates who demonstrate strength across all three dimensions and refine the criteria after observing results.
Pro tip Use a simple evidence-based rating for each trait to make comparisons explicit.
Watch out Lowering one criterion without acknowledging the trade-off can alter the entire group's performance.
In the wild
Jasmine examined the women who achieved significant ROI during the first eight-month mastermind and chose to renew. She found that they knew their work deeply, acted without needing every step explained, and actively created value through questions and introductions. Those patterns became criteria for finding more participants likely to thrive in cohort two.
→ The team gained a clearer profile for selecting founders capable of scaling from seven to eight figures.
Common mistakes
Selecting for expertise alone
A highly competent person may still stall when instructions are incomplete or contribute little to a collaborative group.
Mistaking independence for isolation
Agency means finding a way forward, not refusing support or withholding value from peers.
Using traits without evidence
Require concrete examples of competency, initiative, and collaboration rather than accepting self-descriptions.
Is it for you?
Best for
Masterminds, leadership cohorts, partnerships, and teams where members must execute independently while helping one another.
Not ideal for
Entry-level programs designed primarily to teach foundational skills to people who still need close direction.
From the transcript
“The three most common traits of the people who got big results in eight months and said, like heck yes to join cohort number two,…”
“Number two high agency.”
“So it was high competency, high agency and high collaboration.”
From the episode
My Raw and Real Q2 Business Review