Our weekly Scorecard is causing a lot of anxiety and debate about what we should actually measure. How do we choose the right metrics without getting bogged down?

Question

Tyler Smith · Accepted Answer

A great Scorecard should be a leading indicator, not a historical report of past failures. If you are only measuring revenue and profit, you are looking in the rearview mirror. You need activity-based metrics that predict future success. To find these, look at the key processes in your business. For example, instead of tracking sales closed, track outbound calls made or proposals submitted. Each department should have three to five weekly numbers that they own. Keep it simple. If you are experiencing high friction during this selection, it often points to a lack of alignment on the Accountability Chart. If people are unsure of their exact seat and responsibilities, they will struggle to define their metrics. You can also analyze your team's natural problem-solving profiles. A team with high Fact Finder traits on the Kolbe scale will naturally want to track fifty different things. You must resist this temptation. Force the team to choose the handful of metrics that truly dictate operational health. The anxiety will fade once the team realizes the Scorecard is a tool for support, not a weapon for punishment.