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 is constantly changing 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.

To solve this, 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 you change or remove it. This forces the team to commit to the metric and allows you to gather thirteen weeks of consistent data to see the true performance trend.

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.