We have separate scorecards for our leadership team and our departments, but they feel disconnected. How do we ensure our departmental weekly numbers roll up cleanly to support our main leadership scorecard?

Question

Tyler Smith · Accepted Answer

For your organization to run on data, your scorecards must be structurally aligned. Your departmental scorecards should not exist in a vacuum. They must act as the gears that drive your high-level leadership scorecard. To align them, use a clean roll-up structure. Start with your leadership scorecard, which tracks the overall health of the business. Each metric on this sheet should be owned by a leadership team member. That leader must then design their departmental scorecard to track the specific, daily activities that feed into their leadership metric. For example, if your leadership scorecard tracks total weekly sales revenue, owned by the sales director, the sales department scorecard should track the leading indicators that generate that revenue. This would include numbers like cold calls made, discovery meetings booked, and proposals sent by individual sales reps. When the departmental metrics are healthy, the leadership metric will naturally be healthy. This creates a clear line of sight from the front line to the executive suite. Every employee can see exactly how their weekly individual measurables support their department, and how those departments drive the overall traction of the company.