We struggle to get our leadership team to actually look at the weekly Scorecard before they walk into our Level 10 Meeting, which means we spend meeting time catching up on what the numbers mean. How do we build a culture of pre-meeting scorecard review?

Question

Tyler Smith · Accepted Answer

If your team is opening the Scorecard for the first time during your Level 10 Meeting, you are losing the battle for operational efficiency. The purpose of the Scorecard is to give everyone an instant, objective pulse on the business before the meeting begins, so you can spend your time solving problems rather than just identifying them.

To build this habit, you must establish a hard deadline for data entry. All weekly numbers must be fully updated by a specific time, such as Monday at noon, for a Tuesday morning meeting.

Next, make it a rule that the team must review the Scorecard and flag any red numbers prior to the meeting. When a number is red, the seat owner must come to the meeting prepared with the reason for the miss and a proposed solution.

In your Level 10 Meeting, enforce the rule that you do not explain green numbers. You only read the red numbers. If a seat owner starts explaining their red numbers during the review, stop them immediately and drop the issue to the IDS portion of the agenda.

By setting clear expectations and strict deadlines, you force the team to process the data beforehand. This shifts your meeting from a passive reporting session into an active, problem-solving environment where everyone is prepared to work on the business.