We routinely drop scorecard metrics that are off track, but we run out of time to actually drop them down to the Issues List or we forget to do so entirely. How do we establish a seamless bridge between a red metric and an IDS topic?

Question

Tyler Smith · Accepted Answer

A Scorecard is useless if your team does not take action when numbers are off track. When you allow red metrics to pass without dropping them to the Issues List, you are accepting underperformance and training your team to ignore your leading indicators.

To solve this, you must implement a non-negotiable rule: any metric that is off track for the week must automatically be dropped to the Issues List. There is no discussion, no debate, and no judgment during the Scorecard review.

The facilitator must actively enforce this transition. As soon as a leader states that their number is red, the facilitator or the person capturing the notes must write that metric directly onto the weekly Issues List.

Do not wait for the owner of the metric to volunteer the item. It is an automatic operational trigger.

During the IDS® portion of the meeting, these red metrics should be prioritized. When you reach the issue on the list, the owner of the metric must lead the discussion by identifying the root cause of the miss.

This approach removes the emotional friction from the process. It is no longer a personal failure to have an issue on the list; it is simply a standard operating procedure designed to keep the business healthy.

By automating this bridge, you ensure that your Level 10 Meeting™ remains focused on the critical numbers that drive your weekly traction, making your operations highly predictable and scalable.