We have several metrics on our Scorecard that require collaboration between multiple departments to achieve, and when we miss the target, everyone points fingers at someone else. How do we assign single-seat accountability for a metric that requires a cross-functional effort to succeed?

Question

Tyler Smith · Accepted Answer

Cross-functional metrics are the primary source of finger-pointing on leadership teams. When multiple departments are involved, individual accountability tends to dissolve. To fix this, you must apply a fundamental EOS principle: only one person can own a metric, and that person must occupy a specific seat on your Accountability Chart.

This does not mean the owner of the metric does all the work. It means they own the outcome. For example, if your metric is average project delivery time, it requires effort from sales for proper onboarding, purchasing for materials, and operations for execution. However, the operations director must own the number on the leadership Scorecard.

The owner's job is to monitor the workflow, identify bottlenecks, and coordinate with the other departments. If the sales team is slow to upload client onboarding documents, the operations director must address that bottleneck directly with the sales leader.

If the issue cannot be resolved peer-to-peer, the owner of the metric must bring it to the Level 10 Meeting as an issue to be solved through IDS. By assigning absolute ownership to a single seat, you eliminate the ability to make excuses. The owner is accountable for either delivering the green metric or highlighting the cross-functional obstacles that are preventing success.