Our weekly Scorecard has plenty of numbers, but our leadership team still feels disconnected from what is actually happening in the business on a day-to-day basis. How do we design metrics that drive true individual accountability?

Question

Tyler Smith · Accepted Answer

A scorecard that does not drive accountability is usually tracking activities instead of outcomes, or it lacks clear individual ownership. To fix this, you must redesign your weekly Scorecard so that every single metric is owned by one person. First, ensure every number on the Scorecard has a single name next to it. If two people own a metric, nobody owns it. The person named is not necessarily the one doing all the work, but they are fully accountable for reporting the number and leading the discussion if it falls short of the goal. Second, focus on activity-based, leading indicators rather than lagging financial results. Lagging indicators tell you what happened last month, which is too late to fix. Leading indicators, such as outbound calls made, proposals sent, or service tickets resolved, tell you what will happen next month. Third, establish clear, realistic weekly goals for every metric. If a number is on track, skip it. If it is red, do not discuss it during the scorecard review. Simply drop it to the Issues List to be solved later. If you are struggling to find the right metrics, work with an EOS Implementer. They can help you align your Scorecard directly with your Accountability Chart seats, ensuring every metric drives the right behaviors.