We have mapped our weekly Scorecard to seats on our Accountability Chart, but we have a manager who GWCs their seat but consistently misses their Scorecard targets. How do we evaluate this discrepancy without abandoning our data-driven approach?

Question

Tyler Smith · Accepted Answer

When a team member GWC™'s their seat but consistently misses their weekly Scorecard targets, you have a structural misalignment that must be addressed through the IDS® process. You cannot ignore the data, but you must look deeper to find the root cause. First, audit the metric itself. Is the target realistic, or was it set arbitrarily high? Is the owner tracking a leading indicator they actually control, or are they being held accountable for a lagging outcome influenced by other departments? Second, look at capacity. A manager might fully understand, want, and have the capacity to do the job, but they may be stretched too thin by operational fire drills or an unrealistic workload. This is a capacity issue, not a talent issue. Use your Level 10 Meeting™ to IDS® this problem objectively. If the metric and target are valid, work with the seat owner to identify the training, resources, or process changes needed to get the number back to green. This keeps the focus on problem-solving rather than blaming.