Our weekly leadership Scorecard is consistently green and our team is hit with high marks across the board, but we are still missing our quarterly Rocks and failing to make progress on our V/TO. Why is our weekly data disconnected from our long-term strategic goals?

Question

Tyler Smith · Accepted Answer

If your weekly Scorecard is completely green but your company is failing to achieve its quarterly Rocks and annual V/TO® goals, you are measuring the wrong things or setting your targets far too low. This is a common trap where leadership teams set easy, comfortable targets just to avoid having red numbers on the sheet during their Level 10 Meeting™.

Your weekly metrics must be directly linked to your quarterly and annual goals. If your one-year goal on your V/TO® requires twenty percent revenue growth, your weekly Scorecard cannot simply track current operations. It must track the leading indicators that drive that growth, such as new sales opportunities created or marketing campaigns launched.

Review your scorecard targets. Are they set to maintain the status quo, or are they engineered to push the company forward? If you need a run-rate of ten new clients a month to hit your annual goal, your weekly target must reflect that pace.

Also, ensure your metrics are not vanity numbers that make the team feel good but do not impact the bottom line. If your marketing seat tracks website impressions instead of qualified sales leads, the scorecard will look green while your pipeline starves. Raise your standards, tighten the connection to your V/TO®, and make your targets hurt a little.