As we cascade Level 10 Meetings down to our departmental teams, we are struggling to define weekly scorecard metrics for roles that are highly creative or qualitative, like marketing and HR. How do we help these managers find meaningful numbers instead of tracking activity for the sake of it?

Question

Tyler Smith · Accepted Answer

The belief that creative or qualitative departments cannot be measured is a myth. Every single seat on your Accountability Chart® can and must have weekly numbers that indicate success or failure. If a manager cannot find a metric, they do not fully understand the daily activity required for their seat to GWC™.

For a creative department like marketing, stop trying to measure abstract concepts like brand awareness on a weekly basis. Instead, focus on leading indicators of activity and output. This includes metrics like content pieces published, campaigns launched on schedule, or raw leads generated.

For HR, focus on the operational activities that keep the pipeline full and the team aligned. Useful weekly metrics include open positions filled, resume screens completed, or employee check-ins conducted.

Every metric on a departmental scorecard must be a weekly activity that is fully within the team member's control. If the number is off, it should serve as an early warning system that allows the team to correct course before it impacts your quarterly Rocks. Help your managers see that metrics are not tools for micromanagement, but rather the foundation of healthy accountability.