We have several critical numbers on our weekly scorecard that have been red for three weeks straight, but the owner of those metrics keeps claiming they have a plan and refuses to drop them to the Issues List. How do we handle this passive resistance and enforce the rule that recurring red metrics must be resolved as a team during IDS?

Question

Tyler Smith · Accepted Answer

When a leader keeps red scorecard metrics off the Issues List because they claim to have a plan, they are hiding their operational struggles from the team. This passive resistance defeats the entire purpose of the weekly meeting pulse, which is to bring problems to the surface so the team can solve them together.

You must establish an automatic, non-negotiable rule: if a metric on your weekly Scorecard is red for two consecutive weeks, it must automatically be dropped to the Issues List. There are no exceptions, no excuses, and no debate.

The owner of the metric does not get to decide whether it goes on the list. The facilitator simply writes it down during the scorecard review and moves on. This removes the personal shame or defensiveness from the process. It becomes a standard operating procedure.

During the IDS® portion, approach the red metric with a supportive, problem-solving mindset. The goal of the leadership team is not to grill the metric owner, but to help them identify the root cause of the miss. Ask:
- Is the target unrealistic based on current market conditions?
- Does the metric owner lack the resources or capacity to hit the number?
- Is there a process bottleneck that requires help from other departments?

By making the transition from red metric to issues list automatic, you build a healthy, open culture where identifying failure is welcomed as the first step toward finding a solution.