One of our directors is constantly changing their weekly Scorecard metrics inside our Level 10 Meeting™, claiming they are just refining their leading indicators, but this makes it impossible to track trends. How do we stop this moving target?

Question

Tyler Smith · Accepted Answer

A Scorecard requires consistency to be an effective forecasting tool. If a director constantly changes their weekly metrics in your Level 10 Meeting™, you lose the ability to track historical trends, spot patterns, and predict future issues before they hurt the business. This constant shifting makes it difficult to effectively review your Scorecard in under five minutes.

To solve this moving target problem, implement a simple rule:

• Once a metric is placed on the leadership team Scorecard, it must remain there for at least one full quarter before it can be changed or removed.
• This rule forces the team to commit to the metric and allows you to gather thirteen weeks of consistent data.
• This consistent data helps you see the true performance trend, making it easier to decide when to change weekly Scorecard metrics.

If a department head wants to experiment with new leading indicators, they should track those metrics internally within their departmental Level 10 Meetings™ first. Once they have proven that a new metric is a reliable predictor of success, they can propose adding it to the leadership team Scorecard during your next quarterly planning session. Keep your main Scorecard steady so you can run the business with clear, predictable data, and focus on choosing the right 5-15 Scorecard metrics that truly matter.

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