We have multiple departmental scorecards running, but we are confused about the criteria for elevating a metric to the weekly leadership Scorecard. What is the rule?

Question

Tyler Smith · Accepted Answer

Elevating departmental metrics to the leadership Scorecard requires a clear, objective rule to avoid cluttering your high-level view. You should only elevate a metric if it meets one of three criteria. First, the metric is a critical leading indicator for the company's overall financial health or V/TO® goals. If a drop in this specific departmental number will cause a revenue, cash, or client delivery crisis within thirty days, it belongs on the leadership Scorecard. Second, the metric requires cross-functional visibility and cooperation. If a number in operations directly impacts sales capacity, or if a marketing metric dictates hiring needs in customer service, the leadership team must see it weekly to coordinate their Rocks and resources. Third, the department is currently going through a major transition or experiencing chronic issues. If a specific department is struggling, you may temporarily elevate one of their key operational metrics to the leadership Scorecard to monitor recovery. Once the process is stabilized and the metric is consistently green for a quarter, push it back down to the departmental level. This keeps your leadership Scorecard focused on the vital five to fifteen numbers, ensuring you have the pulse of the business without getting bogged down in departmental details.