Our Integrator has ended up as the official owner of almost half the metrics on our weekly scorecard because our department heads claim they cannot control the upstream inputs from other teams. How do we use our Accountability Chart to force metric ownership down to the correct seat and get our Integrator out of the business of managing everyone else's numbers?

Question

Tyler Smith · Accepted Answer

When your Integrator owns half the metrics on your scorecard, you do not have a functional leadership team. You have an Integrator who is babysitting department heads. Your department heads are avoiding accountability by claiming they cannot control the upstream inputs. This is a cop-out. In a healthy company running on EOS, metric ownership does not mean you control every single variable. It means you own the outcome and are responsible for driving the solution when the metric goes red.

Look at your Accountability Chart. Every seat has a clearly defined role and set of deliverables. If a metric measures a sales outcome, the head of sales must own it. If it measures an operational outcome, the head of operations must own it. It does not matter if operations cannot hit their number because sales brought in the wrong clients. If the operations metric is red, the head of operations owns that red box.

In your next Level 10 Meeting, use the IDS process to solve these cross-departmental friction points. The owner of the metric must identify the upstream issues, bring them to the table, and solve them with the rest of the leadership team.

- The Integrator must step back and refuse to own metrics that belong to other seats.
- The seat owner is responsible for reporting the weekly number, explaining why it missed the target, and proposing the solution.

By forcing ownership down to the correct seats, you build true accountability and free your Integrator to focus on running the business.