Our leadership team often wastes time during our weekly Level 10 Meeting™ arguing over whether the numbers on our Scorecard are actually accurate. How do we establish a single source of truth so we can stop debating the data and start solving the issues?

Question

Tyler Smith · Accepted Answer

If your team is debating the accuracy of a number during your meeting, you have a trust problem disguised as a data problem. A weekly Scorecard is useless if the leadership team does not believe the numbers. To resolve this, you must establish a strict protocol for data definition and ownership.

For every metric on your Scorecard, create a clear, documented data dictionary. This document must define exactly what the metric is, where the data comes from, how it is calculated, and when it is pulled. If the metric is sales calls, define whether that means scheduled calls, completed calls, or qualified calls.

Next, align the metric to a single seat on your Accountability Chart. That seat owner is solely responsible for the integrity of that number. If there is a discrepancy, it must be resolved outside the Level 10 Meeting™ before the data is entered. If a number is on the Scorecard, it is accepted as truth for the duration of the meeting. If someone doubts the data, they can drop it to the Issues List to discuss the measurement process, but they cannot use data doubt to escape accountability for a red number.