We have separate scorecards and quarterly Rocks, but they feel disconnected. How should our weekly scorecard metrics directly support our quarterly Rocks?

Question

Tyler Smith · Accepted Answer

Your weekly scorecard and your quarterly Rocks must never exist in silos. If your scorecard is green but you are missing your Rocks, or if your Rocks are on track but your weekly metrics are red, your operating system is misaligned. Your scorecard should serve as the early warning system for your Rocks.

To align them, look at each quarterly Rock on your V/TO and identify the critical leading activities required to achieve it. If your Rock is to launch a new service line, you cannot simply hope it happens by week twelve. You must break down the execution into weekly measurable activities.

Add those specific activities to your scorecard for the duration of the quarter. For example, you might track the number of beta testing interviews completed weekly or the percentage of product development milestones achieved on time. These weekly metrics provide a real time pulse on your progress.

If these scorecard numbers go red, it tells your Integrator immediately that the quarterly Rock is in jeopardy. This allows you to address the roadblock during your Level 10 Meeting before the quarter is lost. Once the Rock is completed, you can transition those temporary metrics off your main scorecard, keeping your data lean and focused.