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 must not be random operational activities. They should be the direct operational leading indicators of the financial goals on your V/TO®. To audit your scorecard, place your V/TO® next to your weekly spreadsheet. Look at your one year revenue and profit targets. Then, look at your three year picture. Ask yourselves what weekly behaviors must happen today to guarantee those long term results are achieved. For example, if your one year V/TO® goal is to add twenty new enterprise clients, you cannot wait to measure signed contracts. That is a lagging indicator. Instead, your weekly scorecard must track the upstream activities that lead to those contracts, such as introductory discovery calls completed, custom demo presentations delivered, or active pilot programs running. Every single seat on your Accountability Chart that contributes to that goal must have a weekly number that acts as a pulse. If you see five consecutive weeks of red on discovery calls, you already know your one year revenue target is in jeopardy, even if your current monthly revenue looks fine. Audit each of your fifteen scorecard numbers by asking if a failing mark on this metric for six weeks straight would break a V/TO® goal. If the answer is no, remove the number and replace it with one that directly correlates to your strategic future.