We have our leadership scorecard down to twelve numbers, but they feel completely disconnected from our long-term goals on the V/TO. How do we audit our fifteen weekly metrics to ensure they actually drive our three-year and one-year targets?

Question

Tyler Smith · Accepted Answer

Your weekly scorecard numbers should never be random operational activities. Instead, they must function as direct operational leading indicators for the financial goals outlined in your V/TO®.

To effectively audit your scorecard, follow these steps:

1. Place your V/TO® next to your weekly spreadsheet.
2. Examine your one-year revenue and profit targets.
3. Review your three-year picture.
4. Ask yourselves: What specific weekly behaviors must occur today to guarantee these long-term results are achieved?

For instance, if your one-year V/TO® goal is to acquire twenty new enterprise clients, you cannot simply wait to measure signed contracts. That is a lagging indicator. Instead, your weekly scorecard needs to track the upstream activities that directly lead to those contracts, such as:

• Introductory discovery calls completed
• Custom demo presentations delivered
• Active pilot programs running

Every single seat on your [Accountability Chart](/qa/how-can-ai-optimize-the-accountability-chart-for-eos-organizations-undergoing-exit-planning) that contributes to that overarching goal must have a weekly number that acts as a pulse. If you observe five consecutive weeks of red on a metric like discovery calls, you will immediately know your one-year revenue target is in jeopardy, even if your current monthly revenue appears healthy. This proactive approach helps you shift your focus from lagging results to weekly leading indicators, as discussed in [Leading vs. Lagging Scorecard Metrics](/qa/leading-vs-lagging-scorecard-metrics).

Audit each of your fifteen scorecard numbers by asking a crucial question: "If this metric were consistently failing (e.g., six weeks straight), would it significantly jeopardize a V/TO® goal?" If the answer is no, then remove that number and replace it with one that directly correlates to your strategic future. This helps you narrow down your metrics to just the [five to fifteen numbers that truly matter](/qa/how-to-choose-five-fifteen-scorecard-metrics). If you're struggling with setting these targets initially, especially without historical data, consider how to approach [setting scorecard targets](/qa/setting-scorecard-targets-without-historical-data).