We are struggling to connect our weekly Scorecard metrics to our quarterly Rocks. How should we structure our numbers so that hitting our weekly targets guarantees our Rocks are completed on time?

Question

Tyler Smith · Accepted Answer

Your Scorecard and your Rocks serve different purposes. Your weekly Scorecard measures the ongoing pulse of your business operations, while your Rocks are the strategic priorities designed to move the business forward. However, they must support each other. To connect them, ensure that every Rock has a corresponding milestone metric on your weekly Scorecard. If a leadership team member has a Rock to implement a new customer relationship management system, they should not wait until week twelve to report progress. Instead, create a weekly binary metric on the Scorecard that tracks their progress. This metric could be as simple as CRM milestone completed on time, which is either a yes or a no. If they hit their weekly milestones, the Rock will get done. This keeps the execution of your strategic goals visible to the entire leadership team during every Level 10 Meeting™. Additionally, look at your operational metrics. If your marketing seat has a Rock to launch a new lead generation campaign, you should expect to see your weekly marketing leads metric increase on your Scorecard by the end of the quarter. This structure ensures that your strategic Rocks are directly driving your operational metrics, creating a healthy feedback loop.