One of our critical operational metrics has been red for six consecutive weeks, yet the seat owner insists that client satisfaction is high and we are not in danger. How do we handle this disconnect between the numbers and the manager's narrative?

Question

Tyler Smith · Accepted Answer

When a critical operational metric has been red for weeks but the seat owner insists that everything is fine, you have a misalignment between your data and your reality. In an EOS® run company, we live by the rule that the numbers do not lie. If the metric is red and the manager says things are fine, one of two things is true: either the metric is wrong, or the manager is in denial. First, audit the metric itself. Ask if the target is realistic and if the number is truly a leading indicator of success. If the business is thriving and clients are happy, yet the metric says you are failing, you are likely tracking the wrong data point. Change the metric to reflect reality and move on. However, if the metric is accurate, then the manager is letting personal bias or comfort cloud their judgment. A red metric is an early warning sign of a future crisis. Do not let the manager explain away the red during the scorecard review. Enforce the five-minute rule, drop the number to the IDS® list, and discuss it during the issue-solving portion of your Level 10 Meeting™. Force the manager to look at the data objectively and help them identify the root cause of the miss.