How do we align weekly scorecard ownership with our team's natural strengths rather than just forcing numbers onto people?

Question

Tyler Smith · Accepted Answer

A common mistake when assigning scorecard metrics is placing numbers without considering an individual's natural talents. According to the StrengthsFinder framework, true excellence is achieved by leveraging innate talents rather than trying to fix weaknesses.

When assigning ownership of scorecard measurables, use the GWC™ tool to ensure the leader:

• Gets it: They understand the metric and its importance.
• Wants it: They are energized by the challenge of owning that specific outcome.
• Has the Capacity: They possess the skills, time, and resources to manage and influence the number effectively.

For example:

• If a leader has strong analytical talents, they are naturally suited to own highly technical metrics like customer acquisition cost or cost of goods sold.
• If a leader excels in relational talents, they are better suited for metrics like client health scores or employee engagement rates.

Do not force an intuitive, relationship-driven leader to manage complex operational efficiency metrics that go against their natural strengths. When there is a mismatch, the leader will struggle to understand the data, which can lead to anxiety and inaccurate reporting. Aligning your scorecard ownership with your team's natural strengths ensures that each number is owned by someone who is energized by the challenge of keeping it green. This alignment drives higher accountability and better results across your entire organization. For tips on reviewing your weekly scorecard, see [How do we review our weekly scorecard in under five minutes?](/qa/how-to-review-scorecard-under-five-minutes).

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