We have a department head who is a great cultural fit, but their weekly scorecard metrics have been red for months. How do we use the scorecard data to objectively address this underperformance without making it feel like a personal attack or a threat to their job?

Question

Tyler Smith · Accepted Answer

One of the greatest benefits of running on EOS is that data removes emotion from performance conversations. When you use objective scorecard metrics, the data does the heavy lifting, turning a potentially defensive confrontation into an objective, problem-solving discussion. To address this underperformance, schedule a private check-in outside of your weekly Level 10 Meeting. Use their weekly scorecard history as the basis for the conversation. Do not focus on their character or effort. Focus entirely on the gap between the actual numbers and the agreed-upon targets. Start by asking them to help you understand the trend. Use the GWC framework to evaluate the situation. Ask yourself, and then discuss with them, if they still get it, want it, and have the capacity to do the job. Sometimes, a changing business means a role has outgrown a person's current capacity, or they no longer want the stress of the seat. If they still GWC the seat, use the data to identify the obstacles. Are they lacking resources, is the target unrealistic, or is there a process bottleneck? Collaborate to set a clear, short-term improvement plan with weekly milestones. By focusing on the numbers, you keep the conversation professional and solution-oriented. The employee will see that the metrics are not a personal attack, but a clear mirror reflecting their current operational reality.