Our weekly Level 10 Meeting scorecard is almost entirely green every week, yet we are consistently missing our quarterly Rocks and falling short of our V/TO goals. How do we fix this disconnect between our weekly metrics and our actual strategic execution?

Question

Tyler Smith · Accepted Answer

When your scorecard is green but your quarterly goals are failing, you have a measurement problem. Your scorecard is likely tracking lagging indicators or activities that do not actually drive your strategic goals. A great Scorecard must consist of leading, predictive numbers that serve as an early warning system for your business.

To fix this disconnect, your leadership team must review your scorecard metrics against your quarterly Rocks and your V/TO® goals. Ask yourselves: if all of these weekly numbers are green, does it guarantee that our Rocks will be on track? If the answer is no, then you are measuring the wrong things. You must redesign your scorecard to track the specific high-impact activities that directly fuel your Rocks.

For example, if your quarterly Rock is to launch a new service, tracking daily customer support response times is not helpful. Instead, your scorecard should track weekly milestones related to the launch, such as developer hours completed or client feedback interviews conducted.

Additionally, make sure every metric on your scorecard has a single owner on the Accountability Chart. That owner is accountable for keeping that number green. If a metric is green but the strategic outcome is failing, the owner must raise this as an issue during the Level 10 Meeting™. You must adjust the target or change the metric entirely. Your scorecard must reflect the raw reality of your business, not serve as a comforting dashboard of meaningless green lights.