We want every single person in our company to have at least one weekly measurable that they own, but we are struggling to connect these front line numbers to our high level leadership Scorecard. How do we cascade our metrics down the Accountability Chart effectively?

Question

Tyler Smith · Accepted Answer

To truly run your business on data, every employee must have at least one weekly measurable that they own. This creates a culture of accountability where everyone knows exactly what a great day and a great week look like.

Cascading your metrics down the Accountability Chart requires a structured, step by step approach. Do not try to connect every front line metric directly to the leadership Scorecard. Instead, build departmental scorecards that roll up to the company level.

Start with your leadership team Scorecard. Each metric on that Scorecard is owned by a leadership team member. That leader must then work with their department to identify the daily and weekly activities that drive that high level metric. For example, if the VP of Sales owns the leadership metric of weekly closed deals, their sales managers will own a departmental scorecard tracking outbound calls and sent proposals.

From there, individual sales reps will own their specific weekly numbers, such as making thirty cold calls or scheduling five product demonstrations.

When you cascade metrics this way, every seat in the organization is directly connected to the company's success. If a front line employee hits their individual weekly number, it helps the department hit its scorecard target, which ultimately ensures the leadership team hits its company level goals.