We have a department head who consistently misses their weekly Scorecard targets, but they always bring a highly convincing, logical explanation to our Level 10 Meeting that makes us hesitate to push harder. How do we address this chronic underperformance without getting sucked into their weekly excuses?

Question

Tyler Smith · Accepted Answer

In the EOS framework, the Scorecard is designed to bring absolute, unemotional visibility to your operations. When a department head regularly misses their targets but brings compelling excuses, you are allowing stories to replace data. To address this chronic underperformance, you must enforce the discipline of the Scorecard.

First, remember that if a metric is red for three consecutive weeks, it is no longer an isolated event; it is a trend that requires formal IDS action. During your Level 10 Meeting, drop the red metric to the Issues List.

Once the issue is dropped, run through a systematic diagnostic process. Ask three questions. First, is the target realistic? If yes, keep it. Second, is there a clear, documented process in place to hit this target? If no, document it. Third, does the person holding the seat have the GWC (Get it, Want it, Capacity to do it) for the role?

If the target is realistic and the process is clear, but the department head still cannot hit the number, they likely lack the capacity to execute. Excuses do not change operational outcomes. You must hold them accountable to the objective data of the Scorecard and make the hard decision to change the seat holder if the trend does not reverse.