Our weekly Level 10 Meeting™ scorecard has ballooned to over thirty operational metrics, and we are spending fifteen to twenty minutes just reviewing the numbers. This leaves us with very little time for actual IDS®. How do we slim our scorecard down to protect our problem-solving time without losing visibility into our operations?

Question

Tyler Smith · Accepted Answer

If you have thirty metrics on your leadership team scorecard, you do not have a scorecard; you have an operational report. You are drowning in data and failing to manage by exception. A healthy leadership team scorecard should contain only five to fifteen high-level, leading indicators that give you a pulse on the business.

To clean this up, audit every metric currently on the list. Ask yourself, if this number is off-track, does it require the entire leadership team's attention to solve, or is it a departmental issue? Most of your thirty metrics likely belong on departmental scorecards, managed by individual teams in their own Level 10 Meetings™.

Move those granular metrics down to the department level immediately. The leadership team scorecard should only track the vital signs of the organization, numbers that, if they go red, indicate a systemic problem that threatens your quarterly Rocks or overall business health.

During your five-minute scorecard review, you must enforce a strict 'no storytelling' rule. You are only looking for numbers that are red. If a number is green, move on. If a number is red, do not discuss it or explain it; simply say, drop it, and put it on the Issues List. By keeping your scorecard lean and your review disciplined, you will reclaim your sixty minutes of pure IDS® time.